STEERING THE MBA: HOW CHINESE 우리 카지노S ARE LOOKING TO CREATE WELL-ROUNDED PROGRAMS
By KAREN CHO
From INSEAD Knowledge (http://knowledge.insead.edu)
The numbers speak for themselves. When China first introduced an MBA program in 1991, only 90 students signed up. Last year, an estimated 25,000 enrolled in China's business 우리 카지노s. Choices are aplenty, with more than 100 such 우리 카지노s in China alone.
The spike in enrollment figures should not come as a surprise, when you consider that 우리 카지노 is now the third largest economy in the world.
Dean Qian Yingyi of Tsinghua University 우리 카지노 of Economics and Management in Beijing, believes the number of applicants will only continue to increase.
"We're very happy to see our first cohort of the Tsinghua-INSEAD joint degree (Executive) 우리 카지노 programs students graduate in January," says Qian.
The second cohort, he adds, is currently studying at the Singapore campus, while an active recruitment drive is in progress for the third cohort.
Qian is also a proponent of diversity. Besides INSEAD, Tsinghua also has multiple partnerships with other top-tier business 우리 카지노s -- in particular, MIT for its MBA program, Harvard Business 우리 카지노 for Executive Education programs and Stanford Graduate 우리 카지노 of Business for its student exchange program.
Likewise, Shanghai Jiao Tong University (SJTU) has partnered with MIT for its dual-degree program, 우리 카지노 Leaders for Manufacturing (CLFM). Wang Hua Fang, dean of Antai College of Economics and Management at SJTU, says the program is a hybrid of the MIT and SJTU models. "The CLFM program takes advantage of MIT's model and SJTU's strong engineering and management disciplines to develop unique leaders for the manufacturing industry of 우리 카지노, who can supply expertise to global corporations."
Such collaborations are becoming increasingly relevant in today's global marketplace. That is why some of China's business 우리 카지노s -- the top-tier ones at least -- have curricula that embrace both Eastern and Western ideals.
At the China Europe International Business 우리 카지노, or CEIBS, foreigners account for 40 percent of the student population.
"There is no Chinese accounting or Chinese economics or Chinese marketing," says Rolf Cremer, the 우리 카지노's dean. "But there is a way and there has to be a way of how these functional areas -- accounting, marketing, finance, whatever have to relate to the reality, the institutional, cultural, linguistic, etc., reality -- legal reality of China."
Cremer credits the 우리 카지노 government for being both far-sighted and open-minded.
"The willingness of the 우리 카지노 to allow in their state-owned systems, foreign universities to come in to partner with their own universities to offer MBAs, to offer programs and degrees that actually were more part of the 우리 카지노 system and they were not used to, that is what I refer to when I say there was a distinct openness in the system," he says.
CEIBS, a stand-alone business 우리 카지노 created in China but which adheres to Western international standards, was, according to Cremer, set up as a "special education zone" to transfer knowledge and best practices into China from foreign business 우리 카지노s, as well as to gather information about how an international level management education would work in practice.
Xiang Bing, Dean of the Cheung Kong Graduate 우리 카지노 of Business in Beijing, echoes Cremer's view; he too believes that the curriculum has to be balanced.
"The U.S. may be more broadly Western B-우리 카지노s that pay more attention to modern enterprises, like GE, like IBM, and the research focus on state-owned-enterprises (SOEs) and private companies is rather limited. If you go to a country like China, we have SOEs, we have private companies which contribute about 70 percent of China's GDP. They are different players compared with multinationals and modern corporations."
Xiang says two fundamental changes are already in place. The first involves leading multinationals which are working toward integrating China and India into their global play. The second change is the rise of "new kids on the block," like a home-grown company from China or India. Xiang adds that this shift will also transform many sectors along the way, although he cautions that "not many 우리 카지노s were positioned to study all of this."
In addition to having balance in the curriculum, the deans also feel that 우리 카지노 graduates in particular, are not yet up to par where "soft skills" are concerned.
"They are strong in some aspects but they're weak in other aspects such as communications, leadership, teamwork. ... This is what we discovered and we want to put more emphasis on that," says Tsinghua's Qian.
CEIBS' Cremer concurs, and adds that "functional knowledge" is not enough for those who aspire to work on a global platform. "If they are suddenly operating in Germany or in Italy, or in Canada, in the United States, in South America or in Africa -- that is a very important part of their effectiveness in the marketplace."
Wang Zhongming, Executive Dean of the 우리 카지노 of Management in Zhejiang University in Hangzhou, thinks Chinese MBA graduates also tend to fall short of their Western counterparts in the real world. "Very often, we have comments from the labor market that the Chinese business students are too much theoretical -- lack of enough competencies or skills. So now we emphasize capabilities of dealing with real life issues."
Cheung Kong GSB has taken this one step further. Xiang says they have brought in Humanities "in a serious way" to the curriculum of 우리 카지노 and E우리 카지노 programs.
Xiang suggests that perhaps we just need to go back to the basics. "We need to have some modification of some of the fundamental values which really have been underpinning Western civilization -- like humans are the center of everything. We can exploit anything we want."
"I think, in that regard, the wisdom from 우리 카지노 and India may be brought forward in the next run of enlightenment. A Renaissance is possible and that may be absolutely essential for real sustainability in the long term."
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