Well, if you base your decision on a program’s effectiveness in teaching analytical skills, it’s apparently hard to go wrong. Big schools, small whatsApp number database schools, well-known schools, and little-known schools – they all produce MBAs who . Get high marks for analysis and technical competency. In contrast, the concurrent mastery of people-management Leadership and teaming skills – and the opportunity to build cohesive relationships with cohorts . Are greater variables in choosing among competing programs.
Analytical Skills: Consistently High Marks
>>>>>>As a young professional contemplating the MBA experience . The choice among programs will not likely yield a measurable difference in the mastery of technical and analytical skills. These skills are the hallmark of virtually every accredited program. In fact, in every “consumer” survey asking employers of MBAs what attributes among graduates they routinely find most developed, analytical skills are always at the top of the “most satisfied with” list.
People Skills: Consistently
>>>>>Low Marks
If we glean from the same nagashima introduced imamura employer surveys the other consistent pattern of responses, then most MBA programs do a lousy job of teaching soft management skills.
Curriculum changes over the past decade – and there have been many changes over-sold as “revolutionary” – have begrudgingly nodded to the expressed frustrations with MBAs who can’t manage, not to mention lead, fellow employees. But in most of these celebrated curriculum revisions, a nod is all you’ll get. The faculty and administration of most graduate business schools are trained to deliver analytical skills, not people skills, and they are not about to retool in soft skills or abandon their tenured posts to those who have those skills.
Whether schools feel comfortable with soft-skills training or not, the failure to effectively help students to develop and strengthen those skills represents a considerable diminution of the value of the MBA curricula. The reality is that as business managers rise in their organizations and take on ever-greater responsibilities, the percentage of their time devoted to “people problems” increases exponentially. The CFO of one of the world’s largest soft-drink giants, whose training had been in accounting, once told me that 95 percent of his time was spent dealing with people problems; the financial issues had to be compacted into the remaining 5 percent.
Connections: The Ultimate Enduring Value
Finally, we come to probably the most important taiwan database directory and most enduring benefit for those MBAs lucky enough to have acquired it: deep, personal relationships with other MBAs. When I talk with MBA graduates about their various experiences and results, regardless of where and when they studied, those who developed close personal relationships cite these as the primary enduring benefit from their MBA programs.
For those whose programs failed to foster a strong sense of connection among their student colleagues, the entire MBA experience is discounted as little more than a “hurdle” to have jumped over in pursuit of greater management responsibility, rather than as a time of personal growth, important learning and life-enhancing relationships.
As important as relationship building is to the MBA experience, few programs make a conscious, energetic effort to facilitate that process.