Emba Dubai – Overview Of Modified)

EMBA DUBAI – OVERVIEW OF PROGRAM

by Prof.Chris Abraham

CONTENTS PART 1

WHAT REALLY IS MANAGEMENT ALL ABOUT

PART 2

EVOLUTION OF EMBA CURRICULUM

PART 3

SPJAIN’s APPROACH TO EXECUTIVE EDUCATION

PART 4

LOGIC FOR DESIGN AND ARCHITECTURE OF THE EMBA PROGRAM

PART 5

PEDAGOGY AND EVALUATION

PART 6

WHAT IT CALLS FOR FROM EMBA PARTICIPANTS

 

 

WHAT REALLY IS MANAGEMENT ALL ABOUT? •Is it an art or science? •What does it involve •Management processes •Theories of management •General principles of management •Managerial transformation process  

Is it an art or a science? •

Is management an art or science

•Art •Expression of creative skill in a visual form e.g. painting, sculpture •Creative activities e.g. painting music, drama •Subjects of study concerned with human culture •Science •Systematic study of structure and behavior of physical and natural world through observation and experiment •Organized body of knowledge • How can art co-exist with science-How? •Art makes use of organized knowledge i.e. science, applies it in the light of realities to get desired result •Diagnosing by book, design wholly by formula, managing by memorizing principles •One may have to compromise. The ability to compromise without least

Management Process

    Working with others.    Working through others.    Achieving organization objective.   Working efficiently.

  

How the management process is achieved

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Planning

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Staffing

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Organising

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Directing

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Controlling

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Development of management theories

Scientific management (Frederick Taylor)

One best way to perform jobs - specialization. 

Human Relations Concerned with behavior of people (Elton Mayo,Follet) Social factors more important to productivity than for instance in a factory- lighting,rest etc.

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Systems approach - holistic - Input output model – Managerial transformation

SYSTEMS APPROACH TO MANAGEMENT

GENERAL PRINCIPLES OF MANAGEMENT  

1.Division of work •Specialization 2.Authority & responsibility

 

•Related to one another. Authority is combination of ‘position’ & personal intelligence,experience,moral worth, etc 3.Discipline 4.Unity of command

 

•Orders from one superior only

  5.Unity of direction •Each group of activities with same objective - only one head and one plan

  6.Subordination of •Self interest secondary to organisation interest to general interest 7.Remuneration •Fair 8.Centralisation •The extent to which authority is concentrated or dispersed 9.Scalar chain •Highest to lowest rank should not normally be departed from but which can short circuited when following it is detrimental

10 Order •Organization in the arrangement of things and people 11.Equity •Justice 12.Stability •Danger and costs of people turnover of tenure 13.Initiative •Permit subordinates to exercise it 14. Espirit de Corps •In union there is strength - the importance of teamwork and communication in obtaining it

GROWTH OF EMBA 

1st program by University of Chicago in 1940

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Only from 1990’s that real impetus of EMBA was received

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Now over 120 programs all over the world + 50 in USAm+20 in UK, Germany, Spain, Australia, France, Brazil, India.

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Increasingly, corporates are appreciating the value of experienced trained EMBA’s.

Evolution of EMBA curriculum •        1950’s - not academic enough. •

1960’s – criticized for not being research oriented vague ,shifting.

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1970’s – 90’s – raised admission & teaching standards, increased

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research, classic 2-year program.

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1990’s – criticism too academic – less of practical skills.

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2002 – Management Education Task Force Recommended inputs: - basic management skills such as Communication,

Leadership development. - Change management capabilities. - Prepare managers for global adaptability.

SPJAIN’s APPROACH TO MANAGEMENT EDUCATION   •SPJAIN’s entrepreneurial approach •Risk taking • Looking for opportunities •EMBA in India targeted at large Indian corporate where MBA’s from top 10 B-schools don’t go •FMB at sons and daughters of those in family business •Both niche areas •Innovative ways of identifying and utilizing resources •ADMAP in PG program • Mentorship in EMBA, FMB •Shortcomings of part-time EMBA programs Concepts studied in class not reinforced No experiential learning Theoretical knowledge not applied

SPJCM AND THE EMBA PROGRAM All the strengths acquired by SPJAIN in the design, architecture and implementation of the EMBA program are now available to SPJCM.

This therefore means that the SPJCM program will be in outlook, have unique pedagogy, and be innovative

LOGIC FOR THE DESIGN AND ARCHITECTURE OF EMBA PROGRAM •Education to be imparted •Knowledge •Skills •Attributes •Special emphasis •General management capabilities •Strong functional depth plus well-rounded general management perspective •Decision-making skills •Customization  •Learning to learn •Architecture •Phases

THE EMBA CURRICULUM ARCHITECTURE KNOWLEDGE

PEDAGOGIC OBJECTIVES

SKILLS CORE SUBJECTS

ATTRIBUTES

INTEGRATIVE COURSES

PHASE

Pre Foundation

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FOUNDATION

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INTEGRATION

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Financial Accounting Economics Quantitative Techniques It in Business

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Quantitative

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CAPACITY AND DESIRE TO LEARN

OPERATIONS MANAGEMENT MARKETING MANAGEMENT FINANCE MANAGEMENT COST MANAGEMENT PEOPLE & PERFORMANCE BUSINESS ENVIRONMENT OPERATIONS MANAGEMENT MARKETING MANAGEMENT FINANCE MANAGEMENT PEOPLE & PERFORMANCE BUSINESS LAW

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COMMUNICATION TEAM BUILDING LEADERSHIP DECISION MAKING SKILLS - MARKSTRAT

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CAPACITY AND DESIRE TO LEARN

DECISION MAKING SKILLS

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SELF AWARENESS CURIOSITY AND CREATIVITY

ELECTIVE 1 ELECTIVE 2

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BUSINESS STRATEGY INTERNATIONAL BUSINESS

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DISSERTATION

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DECISION MAKING THRUOUGH SIMULATION

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MANAGING CULTURAL DIVERSITY

•Pre foundation Compulsory subjects •Foundation Compulsory subjects in functional areas •Integration Functional strategies plus integration of functional strategy with overall business strategy •Customization •Compulsory skill enhancing subjects •Electives •Capstone dissertation

PEDAGOGY AND EVALUATION •Pre-class preparation (during off-contact period) •Classroom sessions (during contact period) •Lectures •Concept discussion, clarification and synthesis •Case discussion •Experiential exercises •Application exercises •Group work • Problem - solving •Case - study

PEDAGOGY AND EVALUATION

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Assignments submissions (during off-contact period)  

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Conceptual exercises Application exercises

Use of technology    

Wireless Internet for projects / assignment submissions E library- EBSCO SMART Classrooms Video-conferencing

Evaluation •Normative & Applied subjects

•Quizzes •Assignments •Group – work •Application exercises •Exam •Presentation/ viva-voce •Project report

 

WHAT IT CALLS FOR FROM EMBA •Scrupulously adhering to the pedagogy involving: PARTICIPANTS • Pre-class preparation •Active participation in the classroom process •Participation in the group-work process •Application exercises during off-contact period •Doing assignments on time without fail during off-contact period •Smart /creative/timely data collection •Analysis and problem solving  

WHAT IT CALLS FOR FROM EMBA PARTICIPANTS  

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Time management About 15-20 hours/week over and above contact classes How have SPJain's EMBA participants in India/Dubai benefited  Unanimous feedback - Learning enormous 

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Young middle - managers being involved in strategy formulation Fast - track promotion

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Lateral shift in functional area

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General management positions

Wish you all the best!!!!