Myra Hodgkinson

Exploring MBA career success

Purpose – The purpose of this paper is to examine the meaning of career success in relation to the attainment of an MBA degree, for a group of experienced managers. In so doing, the paper aims to consider the adequacy of MBA career success, defined solely in terms of external criteria.Design/methodology/approach – A total of 36 in‐depth interviews were undertaken with MBA alumni which sought to capture the individuals own account of their career success in relation to their MBA. The study utilised an inductive data analysis approach.Findings – The findings revealed a diversity of meanings given to MBA career success, with success generally being expressed in much broader terms than conventional notions of fast track career advancement. The salience of internal criteria for judging MBA career success is thus highlighted. The findings may be seen to further dispel the myth that MBA students are concerned exclusively with status and salary.Research limitations/implications – The study focuses on the experie...

Managerial perceptions of barriers to becoming a “learning organization”

This paper is concerned with identifying, from an organizational perspective, the concept of a “learning organization”. The first section briefly reviews the organizational learning, and business and management literature. The second part describes the research activity and outcomes from a group of middle managers employed in a large international company who are also postgraduate management students. These managers provide interpretations of a “learning organization” within the context of their working lives. The research was followed up three months later and explores whether there had been an attempt to introduce the concept (or aspects of it), the managers’ roles in this (if any) and barriers to its introduction. Finally the implications of adopting the concept for their PLC are examined. The paper concludes that institutions of higher education can have significant impact on introducing, through postgraduate study, concepts such as the “learning organization” to managerial practice.

Enhancing the quality of education: a case study and some emerging principles

The aim of this paper is to provide insightsinto the process that has been adopted toenable faculty and support staff (courseadministrators and technicians) to identify andenhance the quality of educational provision ina large UK Business School. The concern toaddress this issue was motivated initially bythe demands of external subject review. Therewas a realisation by senior managers within theSchool that what was required was the embeddingand sharing of good practice and continuousimprovement of the provision: in short, anapplication of the concept of a learningorganisation. The paper may assist othersengaged in the task of enhancing the quality ofstudent learning in their faculties orschools.

Dispelling the Myths of Online Education: Learning via the Information Superhighway

There continues to be a perception that online education is inferior to traditional education. In the U.S. online learning is more developed than in the U.K. This paper provides insights into a U.S. provision and takes a close look at what are per ceived as weak nesses of on line learn ing and ar gues that these are not necessarily inherent weaknesses of this form of educational delivery. Then, results of two major studies, undertaken in the U.S. are provided comparing the effectiveness of online education to traditional education as perceived by current MBA students and past graduates. Results of these studies suggest that students of MBA modules and MBA graduates perceive the quality and effectiveness of online education to be similar to, if not higher than, the quality and effectiveness of traditional modules and programmes.

A shared strategic vision: dream or reality?

This paper explores the expressed meanings that 60 middle managers attach to the concept of a shared strategic vision by providing a brief review of the business and management literature and the role of organisational learning. It continues by identifying the meanings and skills that these middle managers from a large international corporation attach to the achievement of a shared vision within a framework of Senge’s skills. A further element uncovered by the research is recorded; how the managers express their concerns regarding the reasons, as they see them, why a shared vision is not a feature of their organisation. A conclusion is reached that these middle managers believe implicitly that a shared strategic vision is desirable. Further that engagement in the activity described in the paper provides an opportunity for the managers to reflect on their organisation within the concept of organisational learning and the skills that are needed to take this concept forward.

Quality management and enhancement processes in UK business schools: a review

Purpose – The aim of this paper is to provide insights into the processes that can be and have been adopted by UK business schools as they attempt to meet the Quality Assurance Agencys concern with the standard of quality management and enhancement.Design/methodology/approach – A review of the literature provides interpretations of quality, quality management and quality enhancement. The paper continues by identifying the ways in which priorities in need of improvement are identified. The different “quality” models that are employed are then evaluated in terms of their implementation within business schools.Findings – The paper concludes with emerging reflections that highlight that the most significant aspect in terms of taking forward different models, processes and approaches is the importance of organisational culture.Originality/value – It is argued that without an awareness of the existing organisational culture the introduction of any model, process or approach will not in itself create or sustain...

Peer Observation of Teaching Performance by Action Enquiry

Reviews a research project which examines a small team of lecturers participating in peer observation of teaching performance. Provides a review of background literature from which this project was derived. Includes details of the model adopted and the process from the first meeting with the relevant head of department, induction of team members, the programme of visits, to a review by the team members. Considers how such a scheme could be implemented in institutions of higher education and concludes that teachers observed should be provided with a summary derived from the observed visits. A teaching portfolio can then be built up to use at the staff appraisal interview to justify good teaching performance in the classroom.

The role of higher education institutions in facilitating organization learning: with HRD managers

The paper introduces an approach to strategic management where organizational strategies when supported by learning are considered to have emergent qualities. A literature review considers organizational learning and a conceptualization is presented. The role of higher education in enabling postgraduate, human resource development managers to be introduced to these approaches and concepts through a role-play activity is examined. Reflections on this activity conclude that the process provides an opportunity for these part-time students to experience and reflect on the organizational learning concept, thus to understand it, and to enable them simultaneously to have the opportunity to consider their own approaches to learning. The insights resulting from the roleplay, it is argued, will enable these managers, with the experience of one model which may be replicated in their own organizations in order to engage individuals with the notion of organizational learning and to help in enabling others to learn through experiential learning.

A Rationale for an Introduction of Lifelong Learning Skills: business, management and accounting undergraduate awards

abstract This article is concerned with the conceptual and theoretical approach to the introduction of lifelong learning skills in the undergraduate programme of a large business school. The group of faculty responsible for developing three modules at three different levels is identified as are the reasons for the initiative. The recognition of a general aim of ‘producing graduates who will be capable of success in the changing world of work and who would reach their potential as active learners’ is highlighted. General objectives are pinpointed and a conceptual model developed. This is designed around knowledge, that is, the validity of knowledge which is at the heart of higher education (HE); relevance and its importance in motivating students and for recognition by all those involved in teaching undergraduates, employers of graduates and other external agencies. The focus on skills, with a brief review of the complexity of different types and labels, competencies and capabilities with the decision take...

The ‘learning organization’ and emergent strategies

The concept of organizational learning and the role of institutions of higher education in enabling organizational strategies to emerge is the focus of this article which provides. A literature review of individual and organizational learning which it is argued are both elements of a ‘learning organization’. A discussion of the literature on strategic management and the role which organizational learning has in enabling strategies to emerge. The outcomes of research with middle managers from a large international corporation and members of academic staff from a large UK business school. Findings which form the foundation of an argument which proposes that the role of formal education enables the acquisition of learning skills by managers and also the ability to enhance the capability of others to learn in the workplace. A conclusion which suggests that success in the adoption of this course of action will enable organizational strategies to emerge; these will be influential in providing strategic direction for an organization and thus enhancing its effectiveness.