THESE HALLS ONLY IN FIRST AND ONLY EXECUTIVE MBA IN THE CHARLOTTE REGION CHARLOTTE S ONLY PROFESSIONAL MBA WITH COACHING FOR EVERY STUDENT

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2 ONLY IN THESE HALLS FIRST AND ONLY EXECUTIVE MBA IN THE CHARLOTTE REGION CHARLOTTE S ONLY PROFESSIONAL MBA WITH COACHING FOR EVERY STUDENT THE ONLY M.S. IN ORGANIZATION DEVELOPMENT IN THE REGION THE ONLY M.S. IN EXECUTIVE COACHING IN NORTH AMERICA The McColl School of Business

3 Contents Corporate Social Citizenship Matters: Being Responsible can Lead to Profitability Emad Rahim 10 MBA Rankings CEO Magazine 14 Innovation Management for Managers The Association to Advance Collegiate Schools of Business 16 Harnessing Excellence in the Queen City Ronald Shiffler, Nancy McNelis, Will Sparks, Bob Mobley, Chuck Bamford, and Linda Christopherson 22 The Value-Centred Approach Joseph Ugras and Paul Brazina

4 Contents Reaching New Heights in The Hill City Joe Turek and Atul Gupta 32 Focusing on Student Success Greg Haddock 38 New Horizons: Capitalism 2.0 Richard Straub

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6 Contents The Practical Business School Australian Institute of Business 49 More than Just Education Elizabeth More, Grant Jones, Peter Steane and Donald Ross Bringing out the Best in Employees Julian Birkinshaw, Vyla Rollins and Stefano Turconi 59 Top Ten Reasons to Attend an Executive MBA Programme Jason Price 59 4

7 PROOF? CHICAGO BOOTH HAS CHICAGO BEEN BOOTH CALLED HAS TOP BEEN BUSINESS CALLED SCHOOL THE TOP BUSINESS THE SCHOOL WORLD. IN WE THE ASKED WHY? WORLD. WHAT S WE ASKED THE WHY? PROOF? WHAT S THE PROOF? The fact that we question every answer and test every result is what put us in this position in the first place. Our rigorous approach and free market thinking teach people how to think, not what to think. It s an approach that has led to some pretty amazing results, including our consistent presence among the world s most highly ranked business The fact that schools. we question Of course, every we answer intend and to stay test every at the result top of is the what field, but put us our in more this serious position commitment in the first place. is to our Our unrivaled rigorous approach philosophy and of stimulating free market thinking and educating teach people the next how generation to think, not of innovative what to think. minds. It s Chicago an approach Booth more that has led than to just some a business pretty amazing school, results, a business including force. our consistent presence among the world s most highly ranked business schools. Of course, we intend to stay at the top of the field, but our more serious commitment is to our unrivaled philosophy of stimulating and educating the next generation of innovative minds. Chicago Booth more than just a business school, a business force. CHICAGO LONDON SINGAPORE CHICAGOBOOTH.EDU CHICAGO LONDON SINGAPORE CHICAGOBOOTH.EDU Booth_BusForce_proof_8-375x indd 1 2/18/10 10:47:16 AM

8 Contents MBA: The Luxury Experience Alexandra Skinner 65 Helping Students to be the Best Kai Peters 70 Captaining Flexibility on the Solent Timothy Jackson and Georgina Andrews

9 Contents Published by the International Graduate Forum: Head Office: Communications House, 26 York Street, London W1U 6PZ (UK) Telephone: Fax: (0) (UK) +44 (0) (UK) CEO Group Editor-in-Chief Victor J. Callender Alexandra Skinner Web: Art Director Will Dobson Financial Controller Robert Exner 2012 All rights reserved. No part of this publication may be reproduced without the expressed approval of the copyright owner. Whilst every effort has been made to ensure the accuracy of the information in this publication, the Publisher accepts no responsibility for errors or omissions. The Publisher disclaims responsibility for the views and opinions expressed herein by the contributors. Furthermore, the Publisher does not give any warranty regarding the accuracy thereof. Head of Production Head of New Media Steven Whitaker Silvio Ferrero For further information on annual subscription rates and benefits visit: Price per issue, including web access: $15.00 MBA IN BASEL AACSB ACCREDITED Earn an MBA from one of the leading universities in the United States. La Salle University, established in Philadelphia in 1863, delivers an MBA program in Basel. PROGRAM HIGHLIGHTS: 15-month program Saturday/Sunday format Taught by U.S. faculty in Basel Convenient for Working Professionals without travel to U.S. for fully accredited MBA For more information or to schedule a personal appointment, please contact: Dr. Gerhard Bütschi Program Coordinator buetschi@lasalle.edu P C CLASSES BEGIN EACH JANUARY. APPLY TODAY!

10 Corporate Social Citizenship Corporate Social Citizenship Matters: Being Responsible can Lead to Profitability Emad Rahim» Business organizations that currently do not use social responsibility initiatives don t have a clear understanding of how social responsibility can be beneficial to a company s success. However, this perspective is not common. growth in the long-run. In addition, CSR can enhance a firm s competitive advantage, leading to stakeholder and stockholder gain. The firms identified as socially responsible and ethical have greater returns than S&P 500 companies, hence confirming it pays to be ethical. According to Bowen, corporate social responsibility (CSR) began as a field of study in 1946 when Fortune magazine published an article in which the editors suggested that the term CSR meant that businessmen were responsible for the consequences of their actions in a sphere somewhat wider than that covered by their profit and loss statements. The phenomenon gained traction in later years as evidenced by the establishment of business communities, such as Business for Social Responsibility (BSR) in 1992 and Ethical Corporations in Corporate Citizenship vs. Corporate Social Responsibility (CSR) There has been a global consensus that sustainable development should encompass at least economic growth, social progress, and stewardship of the environment. Sustainability is often considered in terms of three pillars; economic, social, and environmental considerations. The three pillars could also equate into what is known as the triple bottom line (TBL), measuring a company s ROI based on its impact on the people/community, planet and profit/ economy. Both corporate citizenship and corporate social responsibility encompass all three of these pillars when we consider the terms and meaning of these two topics under the umbrella of being sustainable. Corporate citizenship uses the same themes and cepts as corporate social conthe same obligations, as those of the individual citizen. Just as there are expectations that individuals will act as responsible citizens by performing duties that contribute to the common good and welfare of the community at responsibility. A corporation is regarded as a legal entity that possesses many of the rights, duties, and powers, and also assumes some of large, these actions are also expected of organizations. Advocates of the corporate citizenship theory employ the same themes and concepts as corporate social responsibility. These advocates believe that maintaining a positive image or good reputation as responsible citizens would greatly enhance an organization s longterm success. Leveraging Responsibility A trend in contemporary literature emphasizes the use of corporate social responsibility as a public relations and marketing strategy. Many research studies have found that consumers do care and are paying attention to corporations contributing to the betterment of society. Consumers care deeply about societal problems such as cancer, the environment, child labor, and human rights, and will make purchasing decisions based on corporate social responsibility. Business leaders should take note. Research reveals that by engaging in CSR activities, private firms can increase earnings CSR in Action Starbucks Corporation is an organization that has an official CSR statement in which they refer to it as a global responsibility, or the shared planet initiative. The program is a major component of Starbucks franchise objectives. As part of their global responsibility initiatives, Starbucks emphasizes the following activities; coffee purchasing practices, growth and expansion, environmental impacts, health and wellness, and workplace practices. Ben & Jerry s Homemade Holdings, Inc. is another organization known for its extensive CSR program. To demonstrate the practice and value of CSR, consider that Ben & Jerry s hosted a Social Mission Summit, held in Burlington, Vermont, home of the organization s headquarters, which included company leaders from around the world. The goal of the Social Mission Summit was to present the CSR and social initiatives that the company had undertaken. They outlined their major initiatives including; furthering the cause of peace and justice, harmonizing their global supply chain and leading global sustainable practices. Southwest Airlines (SWA) found the relationship of social responsibility and economic performance enviable, positive and a performing strategy that has sustained both internal and external stakeholders and surrounding communities inclusively. SWA stakeholders have enjoyed significant dividends based on the corporate strategic planning and strategic implementation that ties down to the vision, mission, value and culture of the organization. The company has outperformed all of their competitors in the airline industry for decades. Many attribute their success to their CSR mission and vision. Although Starbucks and Ben & Jerry s are smaller in scale than organizations such as Ford, IBM, or 8

11 Consumers care deeply about societal problems such as cancer, the environment, child labor, and human rights, and will make purchasing decisions based on corporate social responsibility. Business leaders should take note. Microsoft, these companies are good examples of what organizations are doing in terms of their social responsibilities. As mentioned before, the efforts displayed by these pioneers are huge leaps on from 50 or 60 years ago when the concept of corporate social responsibility was emerging. A study completed by Pederson outlined the current business environment relative to CSR. Pederson discovered that corporate activities have broad impacts on society, but the findings from the analysis indicate that managers still have a relatively narrow perception of societal responsibilities, which can be summarized as taking care of their workers, and making products and services that customers want in an environment-friendly way. According to Pederson, this perception is narrow as a result of the traditional line of thought that an organization is running soundly if profit margins remain high and stakeholders are satisfied. Implications Corporations looking for sustainability solutions must engage their business both in economic performance and social responsibility, both of which have a direct relationship despite organizational and environmental differences. The current dilemma, with more organizations adopting corporate social responsibility initiatives similar to Starbucks and Ben and Jerry s, is that they often lack a clarity of what is an effective and viable approach. In addition, business effectiveness is measured in other intangible factors beyond financial and individualistic emphases. Business behavior has both economic and non-economic impact. As Ben Cohen author and co-founder of Ben & Jerry s indicates, once consumers see examples of prosperous companies integrating social concerns into their business practices, they are emboldened to demand the same of other businesses. The strategic management tools and models that organizations implore in the driving wheels of their core activities help in the determination of the sustainability solution of an organization. These strategic elements, if developed well with considerable understanding of environmental, political, economic and social factors, give an organization the desired competitive advantage necessary to dominate their market and the industry as a whole. Corporations should maintain the strategies that have sustained the company in economic performance and in their environmental stewardship. Its core values, goals, mission, vision and culture have to be sustained regardless. Corporations stand for so many things, such as the environmental stewardship across their system, and they want to provide their employees with a stable working environment that provides equal opportunity for learning and personal growth. Apart from the aforementioned, a corporation s vision should be to have a sustainable future that balances the business model between their employees, the community, the environment and, primarily, their financial viability. BIOGRAPHY Emad Rahim, DM, PMP is Dean of Business and Management at Colorado Technical University.. EMAD RAHIM 9

12 MBA Review Based upon data readily available in the public domain from various benchmarking sources, the International Graduate Forum (IGF) has developed a Global MBA Table of leading business schools. These are schools which attain, on a regular basis, very high scores in numerous ranking tables. Indeed, CEO Magazine has identified many of these schools over the years as being some of the very best, and with good reason. Typically, they boast high quality faculty, their reputation, over the years, has opened many a door for graduates, and their track-record speaks for itself. However, as corporate funding declines, return on investment and recovery of opportunity cost become increasingly important considerations. This, coupled with the need for greater flexibility, ready access to faculty, smaller class sizes, career services, and faculty with real-world business experience, has led many MBA applicants, and the IGF, to look beyond the instantly recognisable global providers. With this in mind, the IGF set about identifying business schools capable of meeting the expectations of hungry applicants the results were impressive. Schools which were selected for inclusion into the European, North American, and Australian MBA ranking tables not only demonstrated the qualities today s MBA applicants look for, they were, and are, capable of challenging the established, globally recognised MBA providers (Global MBA Table). In keeping with the IGF s commitment to greater transparency, and in line with the changes that have been made to the IGF s ranking process this year, schools listed in the European, North American, and Australian MBA tables have been ranked numerically. Several schools, and their scores, from the Global MBA Table have been included in the aforementioned regional tables for the sake of comparison. Accreditation Study Abroad Option 8% International Diversity KPIs criteria weighting Range of Programmes Price 8% Male-to-Female Ratio 10% 6% 4% Class Size 10% 4% 14% Faculty with Business Backgrounds 12% 12% Faculty with PhDs 12% Teacher-to- Student Ratio 38% Faculty Average Experience in Cohort 10

13 MBA Review GLOBAL MBA TABLE (BENCHMARK) Columbia Business School Cornell University: Johnson Dartmouth College: Tuck Duke University: Fuqua Harvard Business School HEC Paris IE Business School IESE Business School IMD INSEAD London Business School MIT: Sloan New York University: Stern Northwestern University: Kellogg Stanford Graduate School of Business University of California at Berkeley: Haas University of Cambridge: Judge University of Chicago: Booth University of Pennsylvania: Wharton Yale School of Management IGF GLOBAL MBA RANKINGS Ranking School Score 1 ESADE Business School 87 2 ENPC School of International Management La Salle University 82 4 Ashridge Business School 81 5 University of Wollongong Sydney Business School 79 6 IE Business School 78 7 Rochester-Bern 77 = 8 Copenhagen Business School 76 = 8 Macquarie University Graduate School of Management Australian Institute of Business 75 = 11 Lynchburg College 74 = 11 IESE Lancaster Management School 73 = 14 Paris School of Business 72 = 14 The University of Queensland Business School 72 = 14 University of Sydney Business School 72 = 14 Melbourne Business School 72 = 14 Fordham University Gabelli School of Business 72 = 14 Porto Business School 72 = 20 CEU Business School 71 = 20 Australian Catholic University 71 PORTUGAL SPOTLIGHT MBA RANKINGS Ranking School Score *Incomplete data...the IGF set about identifying business schools capable of meeting the expectations of hungry applicants the results were impressive... 1 Porto Business School 87 2 ISEG The Lisbon MBA (Nova and Católica-Lisbon) 81* 4 ISCTE 78 EUROPEAN MBA RANKINGS Ranking School Score 1 ESADE Business School 87 2 ENPC School of International Management Ashridge Business School 81 4 IE Business School 78 5 Rochester-Bern 77 6 Copenhagen Business School 76 7 IESE 74 8 Lancaster Management School 73 = 9 Paris School of Business 72 = 9 Porto Business School CEU Business School Reykjavik University EIPM 68.5 = 14 Lorange Institute of Business Zurich 66 = 14 SBS Swiss Business School 66 = 14 ISEG Reims Management School *The Lisbon MBA (Nova and Católica-Lisbon) ISCTE Hochschule Darmstadt 60 11

14 MBA Review NORTH AMERICAN MBA RANKINGS Ranking School Score 1 La Salle University 82 2 Lynchburg College 74 3 Fordham University Gabelli School of Business 72 4 Willamette University Atkinson School of Graduate Management 70 = 5 University of Rochester Simon School of Business 66 = 5 Colorado Technical University 66 = 5 Queens University of Charlotte McColl School of Business 66 8 Northwest Missouri State University Booth College of Business 64 9 Georgetown University McDonough School of Business 63 = 11 Wake Forest University Schools of Business 62 = 11 Kent State University UCI Merage School of Business University of Washington Foster School of Business Washington University in St. Louis 57* 16 Carnegie Mellon University Tepper School of Business 56 = 17 The Rady School of Management at UC San Diego 55 = 17 University of Texas at Austin McCombs School of Business 55* 18 Boston College Carroll School of Management 53* 19 University of Denver Daniels College of Business McNeese State University College of Business 50 AUSTRALIAN MBA RANKINGS Ranking School Score 1 University of Wollongong Sydney Business School 79 2 Macquarie University Graduate School of Management 76 3 Australian Institute of Business 75 = 4 The University of Queensland Business School 72 = 4 University of Sydney Business School 72 = 4 Melbourne Business School 72 7 Australian Catholic University 71 8 The University of Adelaide 69 9 Queensland University of Technology Graduate School of Business University of Ballarat University of Western Australia Graduate School of Management Swinburn University of Technology Australian Graduate School of Entrepreneurship RMIT University Graduate School of Business and law Monash University Victoria University Graduate School of Business University of Technology Sydney Deakin University University of Western Sydney Murdoch University Business School Southern Cross University 37* *Incomplete data Accredited MBA programs to suit your needs Advance your career with a master s degree in business administration from Northwest Missouri State University. Northwest Missouri State University offers face-to-face programs on our main campus in Maryville, as well as off-campus centers in Liberty and St. Joseph. An online MBA program is offered collaboratively with Missouri Southern State University. 4All instructors are full-time faculty, not adjuncts. 4Graduates benefit from a 97.8% placement rate. 4Northwest MBA students scored above the 75th percentile on the nationally normed ETS exam. 4Students without undergraduate coursework in business can enter the program with prerequisite coursework. 4Students typically complete the program within two years. Accredited by the Accreditation Council for Business Schools and Programs (ACBSP) Learn more today at

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16 North American MBA Review Innovation Management for Managers The Association to Advance Collegiate Schools of Business» The management of people and their innovations is a complex and often misunderstood challenge that all managers face at some point in their careers. The traditional scope of a manager s duties decision-making, strategic planning, and personnel oversight, have expanded to include innovation management. As an idea can only be as effective as its implementation allows it to be, a manager is inextricably tied to the innovation process. This role is critically important, for the reason that the innovation process has the capacity to end recessions and promote sustainable growth. Due to the importance of this process, AACSB International, the leading accrediting body of business schools, has taken an active role in researching innovation. AACSB International s report, Business Schools on an Innovation Mission, described innovation as, the most important opportunity for our world, and the reason why every institution should take proactive steps to foster more to solve current and future challenges. (Task Force on Business Schools and Innovation, 2010). The definition of innovation can be a contentious subject, typically associated with scientific breakthroughs or technological advancements. But, for the purposes of this article, innovation will take on a much broader definition. At its core, innovation can be defined as the introduction of something new or a new idea, method, or device: novelty. (Merriam-Webster, 2012) The late Steve Jobs, the creative mind behind Apple, has said that Innovation has nothing to do with how many R&D dollars you have... It s not about money. It s about the people you have, how you re led, and how much you get it. (Kirkpatrick, 1998) While research and development does constitute an aspect of innovation, these are only pieces of the greater puzzle. Innovation can include incremental improvement to processes and products, as emphasized in the practice of Kaizen, Japanese for change for the better. This practice focuses on the removal of wasteful business processes and is a disciplined process of systematic exploration, controlled experimentation and then painstaking adoption of the new procedures. (Varian, 2007) Innovation, in this sense, involves both technological and managerial aspects. Innovation management would be considerably easier if it required only financial investment. Instead, it involves managers as they assist in bringing innovative ideas to fruition. In AACSB International s report on innovation, the importance of the manager was highlighted as an integral part of the innovation process: Managers possess specific, hard-totransfer knowledge (about human capital, manufacturing processes, distribution chains, and consumer behaviors, for example) that is essential to the implementation of breakthrough ideas. They act as organizational architects and build the capacity of organizations to innovate in dynamic environments. Managers are also inventors; they develop new ways of making and distributing products and providing services. Finally, managers participate in the boundary-spanning networks that foster and enable innovation. For all of these reasons, managers are an essential part of the innovation process... (Task Force on Business Schools and Innovation, 2010) Even with the positive impact that innovation can have on today s businesses, some managers are hesitant to support it for a variety of reasons. For one, managers are busy. With other responsibilities, it may be difficult to fit innovation management into an already crowded day. Authors have written that top management positions are often accompanied by extremely intense job demands and stress. As such, To the extent that creativity requires some amount of available time and cognitive resources, extremely high levels of job demands may squeeze out novelty and fresh thinking. (Yadav, 2012) Additionally, there can also be a sense of apathy when it comes to tried-and-true processes. The phrases, this 14

17 The Association to Advance Collegiate Schools of Business (AACSB) is how we ve always done it and if it s not broken, don t fix it are common place, and can stifle creativity. Despite the challenges that managers may face in supporting innovation, there is still room for optimism. Innovation management has until recently been a relatively underdeveloped topic. However, business schools are leading the way in innovation research and support, equipping students with skills that should help them make an impact upon reaching the workforce. The University of Portland, Clarkson University, and the University of San Francisco all offer an Entrepreneurship and Innovation major, as do many other AACSB-accredited schools. Other schools promote the formation of incubators focused on innovation and entrepreneurship, such as the Darden School of Business at the University of Virginia and the Harvard School of Business. Harvard s President, Drew Gilpin Faust, said about their incubator, For the University as well as for the economy and our nation, the importance of innovation cannot be overstated... This lab will foster team-based activities and deepen interactions among both aspiring and experienced innovators across the schools of Harvard. (Harvard Launches Innovation Incubator, 2010) Recent research, both at business schools and elsewhere, has helped define the role of the manager in the innovation process, which can help identify the best means for supporting changes for a particular business. A manager must consider three key factors in their support of innovation the external environment, the company, and the individual innovation. (Gilbert, 1996) These three factors, written about at length by Joseph Gilbert, an Assistant Professor at the University of Nevada s College of Business and Economics, when looked at collectively can give managers the knowledge necessary to properly cultivate and implement innovation. Innovation management varies dramatically from one business to another, with diverse industrial frameworks providing their own unique challenges. Because of this, a manager must first consider the external environment for the industry. A model developed by Michael Porter, a professor at Harvard Business School and Director for the Institute of Strategy and Competitiveness, urges managers to consider all competitors, both present and potential (competitors who may later enter into the industry). (Porter, 1980) A manager should be well-informed about the external environment, needing to be aware of the current facts and conditions prevailing in his or her own industry. While this point may appear obvious, the slowness to innovate of some U.S. computer makers and of the U.S. automakers had major negative impacts on their financial performance. (Gilbert, 1996) Business schools are leading the way in innovation research and support, equipping students with skills that should help them make an impact upon reaching the workforce. Managers must also be mindful of innovation in their own company, division or team and inspire an organizational culture that is accepting of innovation. There should be a shared belief that both adaptation and advancement lead to a more efficient, effective workplace and final output. Google has been successful at this, soliciting feedback and encouraging an environment where employees feel safe to share their ideas. To do this, Google hosts a weekly forum on Fridays, aptly named TGIF, or Thank Goodness it s Friday. Employees can discuss Google products, internal affairs, and other issues with the company s top executives. Google also has weekly problem solving sessions called Fixits where employees submit fixes to various problems which are then voted on by the employees. The best ideas are then implemented. (The Staff of the Corporate Executive Board, 2009) This approach has increased employee engagement at Google, helping it to become more innovative as a company. Finally, a manager must also be able to oversee individual innovations. When exemplar ideas come through internal sources, these ideas should be listened to and, if appropriate, acted upon. While Google is very good at soliciting ideas, if it didn t act on any, employee enthusiasm would likely fizzle. Thought should also be paid to the prioritization of feedback and the subsequent evaluation of that feedback. In a recent Wall Street Journal report, Ethan Burris wrote that [t]here needs to be a thoughtful follow-up process for all ideas submitted. The employees cared enough about the organization (or their jobs) to offer their suggestions in the first place. The company should try to keep them engaged enough to speak up again. (Burris, 2012) When employees are being heard, recognized by management, and responded to, managers are encouraging an environment where innovation can flourish. Innovation management is challenging. It requires the balancing of numerous factors, both inside and outside a manager s direct control and oversight. The impediments to successful innovation can be daunting, but are not insurmountable. The increase in research on the topic should enable managers to more successfully navigate the associated trials, and help increase effective innovation among direct reports. The Business Schools on an Innovation Mission report explores AACSB International s focus on bringing innovation into the limelight at business schools, and growing the necessity of focus that the subject of innovation requires. For additional resources on the subject of innovation and business schools, AACSB offers an online resource center focused solely on the topic at: Bibliography Burris, E. (2012, October 26). Great Ideas Bosses Never Hear: Employees have a lot to say. But they rarely say them. Retrieved November 09, 2012, from The Wall Street Journal. Gilbert, J. T. (1996). Managing Innovation: The Role Of The General Manager. Review Of Business, 12. Harvard Launches Innovation Incubator. (2010, October 14). Retrieved November 12, 2012, from Harvard Business School. Kirkpatrick, D. (1998, November 9). The Second Coming of Apple. Fortune. Merriam-Webster. (2012, November 09). Retrieved November 09, 2012, from Merriam-Webster. Porter, M. (1980). Competitive Strategy. New York: The Free Press. Task Force on Business Schools and Innovation. (2010). Business Schools on an Innovation Mission. Tampa: AACSB International. The Staff of the Corporate Executive Board. (2009, December 11). Involve Your Employees, Says Google, CEB. Retrieved November 09, 2012, from Bloomberg BusinessWeek. Varian, H. R. (2007, February 08). Kaizen, That Continuous Improvement Strategy, Finds Ideal Environment. Retrieved November 09, 2012, from The New York Times. Yadav, M. S. (2012). Managing The Future: CEO Attention And Innovation Outcomes. Journal of Marketing,

18 North American MBA Review Harnessing Excellence in The Queen City Alexandra Skinner speaks to Ronald Shiffler, Nancy McNelis, Will Sparks, Bob Mobley, Chuck Bamford and Linda Christopherson» QThe Queens University of Charlotte McColl School of Business offers a variety of graduate programmes, centering around three key elements: competence, character and commitment to the community. Kindly expand further on the school s philosophy. Within all McColl School programmes we emphasise leadership development for each student through classroom exercises, seminars, off-site retreats, and capstone projects. Our goal is to stretch the critical thinking abilities of students with transformational experiences that build leadership skills. Although there are many attributes that define successful leaders, we focus on three critical success factors competence, character and commitment to community our three Cs. Competence means having the requisite knowledge from each discipline subject matter. Character is built through skill-based exercises, projects, and mentoring. Finally, global citizenship today means leaders must have a commitment to the communities in which they live and work. When we are successful in modeling these behaviors, our students will be prepared to step into leadership roles within their organizations. Competence McColl School of Business Three Cs Commitment to Community Character 16

19 Queens University of Charlotte MBA QThe McColl School MBA offering consists of an Executive MBA and a Professional MBA. Can you please tell us a little bit more about each programme in terms of audience and key outcomes? What do you think makes your MBA offering stand out from the crowd? The Executive MBA (EMBA) programme provides an integrated educational experience that capitalises on participant s existing leadership skills and experiences. It is wholly focused on personal and professional growth for experienced managers in a highly integrated and experiential environment. The 20-month programme meets on alternating Fridays and Saturdays and is the only EMBA programme in the Charlotte area. It s designed for mid- to senior-level managers with an average of 15 years work experience. Key advantages include a cross-disciplinary curriculum using case studies that encourage dialogue and debate; collaborative study teams; a vast network of contacts in the corporate community; a high-level consulting project for a local not-for-profit; and an international study experience that broadens students understanding of the global economy and business environment. The EMBA has one intake of students annually; each group progresses through the programme in a cohort. Our alumni network of EMBA graduates is extensive with many graduates from the same class still connecting on a regular basis more than 10 years after graduation. In fact, the McColl School Alumni Association was formed by EMBA alumni many years ago and is still incredibly active and engaged in the McColl School. The Professional MBA (PMBA) is designed to meet the needs of early- to mid-career professionals. It provides a solid grounding in the functional/technical areas of business, stressing the need to develop communication and writing skills, international and cultural awareness, and a comprehensive managerial perspective. The curriculum underscores the complexity and diversity of managerial decisions in national and international economies. Our PMBA curriculum parallels a standard MBA programme in terms of topical coverage. However, we diverge from many MBA programmes in that our electives are packaged into six different concentrations: finance, marketing, entrepreneurship, executive coaching, international perspectives, and healthcare leadership. The PMBA programme has built-in flexibility, with nine hours of electives from these six concentrations. For example, students DOWNTOWN CHARLOTTE, NORTH CAROLINA Regardless of the programme, the McColl School difference is our dedication to leadership development that enables graduates to tackle any workplace challenge with confidence and competence. 17

20 North American MBA Review wanting to delve deeper into leadership may take all their electives in executive coaching classes, or students with a penchant for entrepreneurship have a variety of electives to choose from in that area. Finally, the capstone experience requires students to complete a community-based project, consistent with our commitment to community. Regardless of the programme, the McColl School difference is our dedication to leadership development that enables graduates to tackle any workplace challenge with confidence and competence. Student Perspective MBA Student I decided to study at the McColl School after meeting the staff and learning about the curriculum. At a lot of other schools I felt like just another student. But at the McColl School, from my first contact with the school and since then, I have enjoyed a personalized experience with the staff. This level of interaction allows me to freely ask questions and get one-on-one assistance when I need it. This extends to the classroom as well. The class sizes are small, so staff have the ability to answer questions as they come and discussion is much more dynamic. Students are not rushed along for the sake of time, rather our curiosity is nurtured and priority is placed on the student. Outside of the classroom, I have enjoyed a strong network of alumni who are always willing to meet or introduce you to people. Something in particular stands out to me about the McColl School. The McColl School puts INSIDE THE SYKES BUILDING an emphasis on leadership and personal growth that I did not find in other schools and cannot be taught with a textbook. An example of this is the year-long leadership course. In this course I learned more about myself than I could have ever imagined. This allowed me to understand who I am and how I interact with others, so that I could be a better leader and step outside of my comfort zone to take on new challenges I never thought I Students are not rushed along for the sake of time, rather our curiosity is nurtured and priority is placed on the student. could have. I can feel and see the growth; that I am a stronger leader now, because of my experience at the McColl School. So, to a prospective student, the bottom line is this: The McColl School is more than just textbooks and exams; there are plenty of schools that offer only that. The McColl School is an experience. Mandeep Gill, McColl School Masters of Business Administration 13. QBoth the PMBA and EMBA programmes offer international study trips. Which destinations have you visited in the past, and what have you planned for 2013? Building international business acumen is a critical component of our MBA programmes. Each year our students travel to a new region of the world, giving them a first-hand view of issues related to global commerce, international business and emerging economic trends. Led by our faculty, the students meet with business, government and community leaders who shed light on the particular economic, cultural and political issues of their regions. In prior years we ve traveled to South Africa, Germany, Dubai, Poland, Egypt, Hong Kong, Singapore, China, Italy and Switzerland. During the summer of 2013 our group will travel to Argentina and Brazil. QStudents at the McColl School benefit from the knowledge of highly qualified faculty, both in terms of real world experience and academic achievement. How does your faculty bring that real world experience into the classroom? Our faculty are phenomenal! They ve all had full-time work experience in the corporate world before joining the McColl School. For some, their careers spanned 20 or 30 years and included senior level responsibilities at the vice president or C-suite level. As a result, we have a strong reputation as a hands-on business school with a robust network of business leaders both inside and outside of the classroom who support the school. Our faculty tap into their networks to bring top level executives to campus for special lectures or guest appearances in class. A number of national leaders have spoken to our students, including Ms Carly Fiorina, former CEO of the Hewlett-Packard Company, Ms Condoleezza Rice, former U.S. Secretary of State, and Mr Hugh McColl, Jr., former CEO of Bank of America (and the namesake of our business school). Our McColl Board of Advisors is also very active. Advisory board members help 18

21 Queens University of Charlotte MBA recruit speakers, they open doors for companyspecific research for student projects and for executive education programmes, and they offer internships for students and career placement opportunities for graduates. Finally, our Executive Leadership Institute (ELI) is the McColl School s executive education arm, which designs and delivers unique leadership programmes to business clients. Our best faculty teach in ELI programmes and then bring those lessons learned back into the classroom. A clear measure of our success in this area is the 42% revenue growth ELI has experienced over the past five years, as well as the high level of repeat business from very satisfied executive education client companies. QAll McColl School students have the opportunity to participate in the BB&T Leadership Challenge. What does the experience involve and what benefits does it bring to students? The BB&T Leadership Challenge is truly a challenge. Ayn Rand s book Atlas Shrugged is used as context for a full weekend experience, where students are encouraged to debate the morality of capitalism. They consider questions related to philosophy (such as the nature of reality) as well as business (such as the optimal economic system) in order to gain clarity around their personal assumptions on productivity and citizenship. As Socrates said, the unexamined life is not worth living and this experience provides a unique opportunity for our students to examine their lives. We are grateful for BB&T s support in funding this exceptional part of our programme. QIn addition to several entrepreneurship modules, the McColl School has also established the Entrepreneurial Leadership Circle and the Carolinas Entrepreneur Hall of Fame. Please can you tell our readers more about your focus on entrepreneurship? Innovation and entrepreneurship are a critical part of Charlotte s business community. We re very proud of our Entrepreneurial Leadership Circle, which is made up of 60 company founders who provide resources (more than $450,000 in scholarships over the past eight years), offer advice to students (through our Entrepreneurs in Residence programme), serve as judges for business plan competitions, speak in classes and, in general, offer support and insight into the growing entrepreneurial effort at the university. The ELC founded the Carolinas Entrepreneur Hall of Fame, which has inducted 15 of North and South Carolina s most influential and impactful entrepreneurs. The annual Hall of Fame induction event at the famous Quail Hollow Country Club is a highlight of the year. Our faculty are phenomenal! They ve all had full-time work experience in the corporate world before joining the McColl School. QThe development and nurturing of behavioural and personal skills continues to be important to both potential applicants and businesses that employ MBAs. How much emphasis do you place on these dynamics, and what efforts do you have in place to further support students to this end? In the McColl School our focus is on leadership and leader development, so we place a great deal of emphasis on the softer skills. To that end, all of our graduate students experience a rich and powerful learning environment that is grounded on increasing the student s MCCOLL SCHOOL OF BUSINESS self-awareness. Each student works with his or her own executive coach, and students are encouraged both inside and outside the classroom to refine their interpersonal, teamwork, and communication skills. In two of our programmes specifically, the MS in Organization Development and the MS in Executive Coaching, we spend a great deal of time developing change management, leadership, and coaching skills. Students are encouraged to get out of their comfort zones in a variety of activities in order to experience the growth and confidence that comes from greater understanding, risk, and skill mastery. 19

22 North American MBA Review QLocation is often a part of the decision making process for those considering an MBA, particularly in the case of international students. What can potential students expect to enjoy from living and/or studying in Charlotte? Charlotte is an incredibly dynamic, up-andcoming city with strong financial services, energy and healthcare industries at its core. It also has a thriving entrepreneurial community. The business community in Charlotte makes their executives available to our students through our Leaders in Action lecture series, as Executives in Residence and Entrepreneurs in Residence, and through mentoring and coaching. Student Perspective Executive MBA Student Returning to school was not an easy decision for me. My undergraduate experience took many turns, and in my professional career I tried to find stability in small calculated steps. My husband mentioned pursuing an MBA a few times; but, I just shrugged him off and plodded along. I applied for Leadership Charlotte and through that experience was introduced to Queens University. At one of the campus visits, I picked up the McColl School MBA information packets out of curiosity. When I was not accepted into Leadership Charlotte, I returned to the information packets with serious consideration. With my husband s encouragement, I began pursuing MBA options. I contacted my alma mater, and was less than impressed with their response. I was treated generically; like a number to a large university. I reached out to another university and again was left with the impression that I did not matter to them as a potential student. My selfdoubt was beginning to rise. I attended an information session at Queens and immediately was met with warmth from the staff and professors. I felt genuine interest in my contemplation to pursue an MBA. I wasn t sure at first whether the EMBA program or the PMBA program was the best fit for me. Riley Clark, EMBA Co-ordinator, approached me and said he thought I would be great in the EMBA program. Later, Bob Mobley, Director of Graduate Admissions, connected me with a recent EMBA graduate whose employment circumstances were similar to mine. Bob s effort to connect me, and Riley s faith, proved that Queens really cared about me. I was Mary ; not a number, and the faculty were the same. I experienced Queens and it fit me. In the EMBA program, the faculty and staff are committed to helping students learn. The relaxed style of teaching advances conversations rather than lecturing to a point. The notion of there is no right or wrong answer in many of the classes allows students to explore opposing sides to issues and learning unveils itself in the process. Our MBA students are virtually all working professionals and executives in the Charlotte area. For our students, one of the critical benefits of a McColl School MBA is the opportunity to learn from and leverage our extensive network of business leaders. Not only do they see these leaders on campus but also they have the opportunity to engage in small group and individual conversations in a personal way that is unusual in MBA schools. QApplication processes vary from school to school. Please can you give an overview of the McColl School application process? We require the traditional materials and steps: application form and essays, school transcripts, The cohort style provides opportunities to connect with people that might never cross paths otherwise. I have met people from all facets of industry, from regulatory entities to healthcare. I never thought I would broaden my network so much by returning to school. As we have grown together, we see the tremendous value in learning from each other. I know I would not have had this experience if I had attended a larger institution. The network at Queens is not only important to help students grow; it grows a better university. Queens really cared about me. I was Mary ; not a number, and the faculty were the same. I experienced Queens and it fit me. I thought I was a descent writer. However, Professor Charlie Reed corrected my thought. His famous, Omit needless words! still rings in my head as I sit down to write. Charlie made a lasting impression on me of the power in the written word. He taught me how to take 15 pages of information and condense it into one. I will never forget him for helping me learn the importance of concise clarity. Of the numerous options for graduate school, the key piece Queens consistently offers is personal attention. At the information session, staff saw something in me that I couldn t see at that time in myself. As I have moved through the EMBA program, I have grown as a person, a professional, and a leader. For some students, all it takes is for someone to believe in them. Queens believed in me. Mary Ward, McColl School of Business Executive Masters of Business Administration 13. reference letters, GMAT or GRE (plus some additional items from international applicants) and an interview. We consider the total application package in making an admissions decision. Enrollment is based on a strong belief that readiness for graduate business education is judged not by any one item in the application but that it is the accumulation of both academic and real-world experience that prepares a student for graduate education. QWhat can we expect from the McColl School of Business over the next 12 to 18 months? You ll see us leverage our strong regional reputation beyond the boundaries of Charlotte and the Southeast U.S. We hope to attract the next generation of business leaders and pioneers who are looking for a distinctive programme, delivered in a nurturing environment from a university and a city about to burst upon the international scene. The next big initiative for the McColl School is to design an online MBA programme that captures the distinctiveness of our face-toface programmes without sacrificing quality or the personal relationships for which we are known. BIOGRAPHIES Dr Ronald E. Shiffler is Dean of the McColl School of Business at Queens University of Charlotte, North Carolina. Ms Nancy McNelis is Director of the EMBA program, McColl School of Business at Queens University of Charlotte, North Carolina. Dr Will Sparks is Director of the MS in Organization Development Program, McColl School of Business at Queens University of Charlotte, North Carolina. Mr Bob Mobley is Director of the PMBA Program, McColl School of Business at Queens University of Charlotte, North Carolina. Dr Chuck Bamford is Professor of Entrepreneurship and Strategy, McColl School of Business at Queens University of Charlotte, North Carolina. Ms Linda Christopherson is Director of the Executive Leadership Institute, McColl School of Business at Queens University of Charlotte, North Carolina. 20