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MBA 课程改革

来源:英语导游考试 时间:2018-12-10 点击:

“VALUES” are all the rage at business schools nowadays. This week around 300 graduating MBAs at Harvard Business School will take an oath, pledging to play a positive role in society once they graduate. At the last count, this is slightly fewer Harvard MBAs than took the oath when it was introduced last year; but thanks in part to a new book by the authors of the oath, the idea is spreading through business schools like wildfire. There are now over 3,000 signatories from more than 300 institutions.
“价值观”目前在各大商学院风行一时。本周大约有300名将从哈佛商学院工商管理硕士(MBA)毕业生将举行宣誓,保证毕业后在社会发挥积极作用。根据最新数据,自去年采用宣誓形式来,今年参加的人数略有减少;但部分由于提出宣誓的作者又推出新书,这个理念正如野火般在商学院蔓延开来。目前,在300多家商学院中已经有3000多名毕业生签下了自己的名字。

It will be unsurprising if, this time next year, taking the oath is compulsory rather than voluntary at Harvard, given Nitin Nohria’s recent appointment as dean of its business school. He, along with his colleague Rakesh Khurana, was an early advocate of an oath and helped the authors shape it. Even if Mr Nohria decides not to pick a fight over the ethical pledge with the many sceptics on his faculty, he has made no secret of his support.
毫不惊奇的是,考虑到尼汀•诺瑞亚最近被聘为哈佛商学院院长,哈佛商学院明年的宣誓很有可能将成为一种强制性而非自愿性行为。尼汀•诺瑞亚以及拉凯什•库拉纳都是宣誓形式的早期拥护者,也帮助那些倡议作家付诸实施。即使尼汀•诺瑞亚打定主意不与本院的怀疑者挑起争端,但他支持宣誓已是尽人皆知的秘密。更多信息请访问:http://www.24en.com/

On the other side of the country, another dean is making an audacious bid for leadership in the somewhat implausible crusade to turn business schools into moral wellsprings. “This feels like exactly the time for a business school to take values seriously—not just post them on the wall, but to really go for it,” says Rich Lyons, the dean of the Haas School of Business at Berkeley. The MBA students who arrive after the summer will take a course that has been thoroughly revamped, he says, in an effort to achieve a cultural shift that he believes will go much further than any MBA oath could achieve. “The oath has triggered lots of good discussions, but when 50% of your students sign on to something, that’s a conversation not a culture. It needs to be universal.”
在美国的另一边,另一位院长正勇敢的领导一场似乎无法成功的运动,那就是企图将商学院转变成道德的摇篮。“这正是商学院认真对待价值观的时候了——不仅仅是将价值观贴在墙上,而是实质性地付诸实施,”伯克利哈斯商学院的院长莱兹说。他说,下学期MBA新生将修一门被完全翻新的课程,旨在实现文化转换。而且他深信文化转换远比宣誓更有效果。“当然宣誓也带来了许多好的讨论,但当只有50%参加宣誓时,那只是一种谈话而不是一种文化。我们需要普遍性。”

Business schools have trailed behind leading companies in managing their internal culture
在企业内部文化管理方面商学院已经落后于领跑公司

Mr Lyons reckons that business schools have long trailed behind leading companies in managing their internal culture. His models for cultural change are firms such as Procter & Gamble, General Electric, McKinsey and Southwest Airlines, as well as—whisper it softly—Goldman Sachs, where he was “chief learning officer” for two years before jumping ship with brilliant timing to become dean in the summer of 2008.
莱兹认为在企业内部文化管理方面商学院已经落后于领跑公司。文化变迁的典范包括宝洁,通用电气,麦肯锡公司,西南航空公司以及——嘀咕一下——高盛。莱兹曾在高盛担任过两年的首席学习官,并在绝佳时机离开高盛,于2008年成为哈斯商学院的院长。

This approach puts Mr Lyons in the middle of a debate about strategy that has long divided business-school faculty. One camp aims to map the competitive landscape, and position their organisations at the point on the map that offers the greatest opportunity. The other camp prefers to focus inwardly on an organisation’s values and core abilities, and then to pursue success by playing to those strengths—which is what Mr Lyons says he is doing at Haas. In particular, he wants to turn what has hitherto been viewed by business as a downside of Berkeley’s culture—its radical non-conformism—into a virtue. A tendency to question the status quo can be translated into a capacity for innovation, he believes. The goal is that Haas MBA graduates will become “path-bending, innovative leaders.”
这一举措让莱兹深陷一场长期分割商学院教师的争辩之中。一方试图制定出竞争格局,在最有利的地方安扎驻营。而另一方则倾向于发展公司内部价值观及核心能力,发挥优势来取得成功,这也是莱兹在哈斯商学院采取的方式。特别的是,他想要把目前商业认为的伯克利的文化缺陷——激进的不服从态度——转换成一种美德。他相信质问现状的倾向可以转换成一种创新能力。哈斯商学院的目标是将MBA培养成具有开拓创新精神的领导。

Haas already has a reputation for producing a different sort of MBA from other elite schools’, Mr Lyons claims. “Business schools are known as breeding grounds for over-confidence, for hubris自恃, for arrogance, for self-focus. But recruiters tell us that one of the defining features of our students is ‘confidence without arrogance’.” Indeed, a similar phrase, “confidence without attitude”, is now one of four core defining principles behind the redesign of the MBA course, along with “question the status quo”, “students always” and “beyond yourself” (ie, “considering the long-term impact of our actions and the facility for putting larger interests above our own”).
莱兹宣称哈斯商学院因培养出与其他商学院与众不同的人才而享有盛名。“商学院一直被认为是过于自信,自恃,傲慢,自我为中心的滋生地。但是招生人员告诉我们哈斯商学院特点之一就在于我们的学生“自信而不傲慢”。确实,“自信不自满”现成为课程改革的四大关键准则之一,另外三个是“质疑现状”“以学生为本”以及“超越自己”(指考虑事情的长远影响,以及把大利益置于自身利益至上的做法。”)

Yale has scrapped conventional subjects; Haas is trying to teach the old subjects in a new way
耶鲁废弃了传统课程;哈斯正试图旧课新教

The reforms at Haas are being billed as one of the most radical shake-ups of an MBA programme since both Yale and Stanford changed theirs in 2006. But whereas Yale scrapped conventional subjects such as marketing, accounting and strategy in favour of more nebulous themes such as the customer, innovation and business and society, the Haas approach involves teaching the old subjects in a new way, by emphasising 15 specific skills, including experimentation, revenue-model innovation and risk-selection.
自2006年耶鲁大学和斯坦福大学的MBA课程改革以来,哈斯商学院的改革被认为是最激进的改革之一。但尽管耶鲁废弃了传统课程比如市场营销,会计和战略学,来迎合一些意义更抽象的主题,例如客户,创新,商业以及社会。而哈斯的方法是通过强调15种基本技能来旧课新教,包括实验,收入模式创新和风险选择。

Only about a fifth of the curriculum will be different, but most of the changes will be at the beginning of each course, so students will feel a big change, says Mr Lyons. There will be three new core courses, out of 12: problem framing, exerting influence without formal authority, and leading people. The other nine are being revamped. For instance, the focus of the statistics course will now be to get students to think about what data they would like to have to make a decision, and how they would get that data—to “turn them from consumers of data into experiment designers, producers of data.”
莱兹称只有1/5的课程将有所改变,但因为大部分改革在课程的开始,所以学生会觉得变化很大。在所有12个问题构建中,哈斯商学院还将开设3门全新的基础课程,通过不施加权力去领导别人来发挥作用。另外九门课也将得到翻新。比如说统计学的重点将着重于培养学生思考在决策时什么数据他们希望拥有,以及得到这些数据的途径——也就是“学生从数据的消费者换位成实验设计者,数据生产商。”

In marked contrast to the rumblings of discontent heard at Harvard, Haas’s changes seem to have gone down remarkably well with its faculty. When Mr Lyons put his redesign to a vote four months ago, 54 of his teaching staff approved, four abstained and no one was against. Mr Lyons says the changes have also been well-received by both alumni and incoming students, who will now be more rigorously assessed for compatibility with the culture he wants to create. At the very least, this seems intelligent marketing for Haas in an increasingly competitive MBA marketplace. What difference it will make in practice to the quality and character of its MBA graduates, only time will tell. As with the MBA oath, talking the talk is a lot easier than walking the walk.
与哈佛各师生的一片不满声相反,哈斯的改革似乎受到了教师的一致肯定。当4个月前莱兹为课程改革进行投票时,54名教员同意,4人弃权,没有人反对。莱兹称这些改革同样也颇受校友和新生的好评,通过他们将可以进一步测试该文化理念的可行性。至少,在竞争日趋激烈的MBA市场来说这对于哈斯商学院是一种非常聪明的营销手段。它能给MBA毕业生的质量和品质带来多少实质性的变化只有时间可以证明。但和MBA宣誓一样,夸夸其谈容易,但付诸实施绝不简单。

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