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Blog
Written by Mary Gentile
Tuesday, 09 March 2010 15:00
 Giving Voice To Values curriculum/approach to preparing future values-driven managers is being used in many ways at schools around the globe.
- Sometimes the foundational exercises and readings are used in Orientation programs, to set the tone and approach for the rest of the curriculum and its emphasis upon practicing ethics.
- Sometimes the approach is integrated across the whole curriculum in various core courses; GVV lends itself to this approach because the emphasis upon scripting and action planning requires students to use the language of the function under discussion–accounting, marketing, finance, or organizational management, for example–to make their values-based case for a particular decision, instead of using the language of philosophy or ethics.
- Some schools have used the GVV material as the basis for extra-curricular workshops, or dedicated electives, or executive education programs.
- GVV also lends itself to peer coaching programs and to partnerships with faculty and/or students who would like to develop GVV style materials for use in their own programs and/or for global distribution.
New materials are added to the collection on an ongoing basis at www.GIvingVoiceToValues.org, so visit regularly. They are all FREE to educators and more information can be found on the website or by contacting me, Mary C. Gentile PhD, Director, Giving Voice To Values, Babson College at:
This e-mail address is being protected from spambots. You need JavaScript enabled to view it
.
Mary C. Gentile
Senior Research Scholar, Babson College
Written by Guy Pfeffermann
Monday, 22 February 2010 16:18
Giselle Weybrecht
The Sustainable MBA – The Manager’s Guide to Green Business
Wiley, 2010
This is an excellent book, even broader in scope and substance than the
title suggests. Indeed, while a lot of the content has to do with
“green”, most of it is relevant to any business, especially “green” or
not. It covers accounting, economics, entrepreneurship, ethics and
corporate governance, finance, marketing, operations, organizational
behavior, strategy, how to monitor and improve performance, and, last
but not least, tools for greening offices and buildings. The
information conveyed is up-to-date.
While the treatment of each topic is necessarily brief - some 15
to 30 pages, I find the selection of issues highly pertinent,
well-focused and unusually clear. For example the chapter on
economics, as the dismal science bears on business, explains clearly
the problem of the commons, the concept of externalities, the
significance of regulatory and market-based instruments such as
subsidies, then looks at “green metrics”, before turning to issues
relevant to doing business in emerging markets. Each of these is
handled in very user-friendly style, and the author guides readers to
additional sources of information.
Who should read this book ? -- students, persons about to start a
business, public officials and staff of philanthropic organizations
interested in private sector development, and, yes, members of
“educated general public”.
I hope Ms. Weybrecht receives the recognition this book deserves.
Access the book here: The Sustainable MBA – The Manager’s Guide to Green Business
Written by Guy Pfeffermann
Monday, 22 February 2010 15:59
“The Checklist Manifesto” is both a meditation on the growing
complexity of the world and a how-to book on coping with that
complexity. Atul Gawande argues that humanity is in danger of sinking
under the weight of knowledge, as scientists accumulate ever more
information and the professions splinter into minute varying
specialities.The Checklist Manifesto is a slim volume but it is packed with vivid writing, heart-stopping anecdotes and statistical surprises.
 Read the Economist article
Read the Financial Times Article
Written by Guy Pfeffermann
Monday, 22 February 2010 15:46
The Financial Times article flags the increasing number of emerging markets business
schools that are being set up or enhanced in collaboration with
top-rated schools. So for example, IESE, before setting up shop in New
York, as noted in the article, helped about a dozen business schools
raise their standards in emerging markets, especially in Latin America
and Sub-Saharan Africa. IESE is unique, however, in the breadth and
scope of such capacity-building. What constrains top business schools
from engaging in even more foreign ventures is above all their own
capacity limitations, above all extreme scarcity of top faculty time.
The Global Business School Network of 41 of the world's best management
schools is able to leverage the limited staff capacity of individual
top business schools by pooling talent from different schools in order
to spawn business schools in emerging markets. This approach has been
very successful. For example, GBSN helped Lagos Business School develop
a state-of-the-arts entrepreneurship center, which is being replicated
in other countries; it helped to strengthen capacity in 16 African
countries. GBSN also helped in the establishment of the Association of
African Business Schools, which plays an important role in further
enhancing business education in that underserved region. Bilateral
school-to-school and multilateral approaches complement one another in
fostering the development of business schools in emerging markets.
Read the original article
Foreign offices
By Della Bradshaw
January 25 2010
Written by William Woodthorpe
Monday, 22 February 2010 11:28
Each year India produces about twice as many engineering
and computing experts as the United States, counting those with bachelor’s
degrees or a Master’s in Computer Applications, but there is growing concern
that India’s tech workers are not as good as the country hopes. In a recent
study, Aspiring Minds, a testing company that seeks to gauge students’ and
recent graduates’ performance capabilities, demonstrated that only 4.2% of
India’s engineers are fit to work in a software product firm, and just 17.8%
are employable by an IT services company, even with up to six months’ training.
These figures are even more alarming when one considers the 25% figure for
employability that has been bandied about since 2005, when McKinsey released
the results of a survey of international companies.
Read the article
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Food for Thought
| A nascent
private sector, far too few qualified faculty members, marginal primary and secondary
preparation, and historical ambivalence - or even antagonism - between higher education
and the private sector all serve to exacerbate the legacy of insufficient financial
investment in graduate management education activities.
-"Assessment of Graduate Management Education", William Davidson Institute, University of Michigan Business School (2003) |
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