EFFECTIVE BUSINESS MODELS OF PARTNERSHIP TO BUILD QUALITY MANAGEMENT EDUCATION Barcelona GBSN/EFMD conference 4 November 2014 Dr. Rita van Deuren, MSM, Netherlands Dr. Solomon Mogus, ESC, Ethiopia
PROGRAM Introducing MSM and Rita van Deuren Who are you? MSM business models in management education Introducing ESC and Solomon Mogus ESC perspective on international cooperation in management capacity development Challenges and future perspectives
MAASTRICHT SCHOOL OF MANAGEMENT MaastrichtAccraAddis Ababa AlmatyArusha BogorBucharestCairoDar es Salaam Ho Chi Minh City JakartaJohannesburg KigaliKuwait CityLimaLuska NanjingParamariboPrague Sana a Windhoek the globally networked management school
QUICK FACTS Established in 1952 in Delft as Research Institute for Management. Moved in 1989 to Maastricht. One of 6 International Higher Education institutions supported by Dutch government. Offers MBA; E-MBA. Executive programs, open enrollment and tailor-made; Doctoral programme (DBA), Projects and Consultancies, Applied research. Approx. 1.200 students worldwide; 20 fte Faculty; 40 fte support staff ; +150 doctoral students; 12+ partnerships; present in 20+ countries International accreditations: AMBA; IACBE; NVAO; ACPSP Offers Capacity building services, 20-25 projects annually. Active in around 50 DAC countries www.msm.nl
MISSION The Maastricht School of Management is a leading provider of management education at post graduate level with a global presence. Our mission is to enhance the professional management capacity of professionals and organizations in and for emerging economies and developing countries, with the objective to substantially contribute to the development of these societies.
EDUCATION Fulltime MBA; Executive MBA Global Distance MBA Master of Science in Management Executive Education, Open enrollment and Tailor-made/In-company Doctorate of Business Administration In the 2013/2014 academic year MsM had 1approx. 1.500 MBA students registered in outreach locations and 65 in Maastricht, 150 Doctorate of Business Administration (DBA) students and around 250 students in executive (short) programmes Doctor of Philosophy (PhD) Summer Schools
Three expertise clusters Focus thematically on Food and water in sustainable development Global value chains Member PRC Business, Innovation and Governance Member PSD network ESG Consortium; see www.esgconsortium.nl RESEARCH
CAPACITY DEVELOPMENT Capacity development for the Higher and Vocational education sector: Institutional strategy making Strategic leadership development Educational innovation Entrepreneurship Quality management and accreditation Research capacity development Commercialization of education Capacity development for the Private sector - Sustainable business development - Leadership development, change mgt - Strategymaking, performance management Modalities of operation: Technical assistance Institutional twinning /partnering Tailormade training Advisory services Capacity development for Government - Policy- and strategy development - Strategic leadership development - Change management - Performance management
Dr. Rita van Deuren Assistant Professor Academic Coordinator MBM-programs Project Consultant
WHO ARE YOU?
MSM BUSINESS MODEL
VALUE PROPOSITION Develop management and organization capacity by means of: Degree programs at master and doctorate level Netherlands Outreach (transnational education) Open enrollment executive programs Tailor made trainings Netherlands International Capacity development projects Research projects
CUSTOMERS & FUNDING Customer / clients Master and doctoral students Participants in Open enrollment programs Tailor made trainings Organizations Private Government / public sector Funding Fees Scholarships Mainly Dutch government Funding by organizations directly Organizations funding research capacity development programs and tailor made trainings, eg. World Bank, United Nations Development Program, European Union and Dutch Government Tendering Limited direct government funding
KEY RESOURCES / ASSETS Accredited programs Netherlands: government accreditation International: peergroup accreditation Network, partnerships and relations Organizations Outreach partners Capacity development providers Capacity development client organizations... Individuals Alumni Adjunct-faculty...
KEY ACTIVITIES Teaching Research Consultancy Supervising students Operations Academic management Quality assurance Program / project design Program / project management Tendering Relationship management
Development of HE in Ethiopia 29 new Public Universities in 20 years + two others
Ethiopian Public Universities 2 Universities up to 2000 1. Addis Ababa University 2. Haramaya University Additonal 19 Universities 2000-2009 1. Adama University 2. Aksum University 3. Ambo University 4. Arba-Minch University 5. Bahir Dar University 6. Debre Birhan University 7. Debre Markos University 8. Dilla University 9. Dire Dawa University 10. Gonder University 11. Hawassa University 12. jigjiga University 13. Jimma University 14. Mekelle University 15. Mizan Tepi University 16. Semera University 17. Sodo university 18. Wollega University 19. Wollo University Additional 10Universities 2010-2013 1. AASTU 2. Asosa University 3. Bule Hora University 4. Mada Walabu University 5. Metu University 6. Wachamo University 7. Welkite University 8. Debre Tabor University 9. Woldiya University 10. Adigrat University Equitably distributed universities
Regular-Undergraduate Enrolment Trend in PU s Total - Female) Total Female N u m b e r Total enrolment 2013 = 353,000
Government Commitment for Education 27% 25.90% 25.30% 25.20% 23.60% 2008/09 2009/10 2010/11 2011/12 2012/13 Share of education (%) from total Government expenditure 19
www.esc.gov.et
Mission Enhance the quality and relevance of the country s education and training system by initiating appropriate policy and strategy proposals through research, serving as center for information and capacity building
Importance of Management training Management teams working effectively on the right issues as the key higher order problem that impacts positively on the institutional performance
Gaps identified through need assessment The top management does not have sufficient experience, knowledge and skills to run a university especially in a demanding environment and a variety of challenges.
Areas that needed interventions Leadership and management Academic process Administrative process Cross cutting issue (such as HIV/aids, gender and environment
Areas of training Strategic planning and implementation HRM Management styles, decentralization Team building Maintaining quality
Mode of delivery Mentoring by experienced HEIs Workshops Certified training Support for networking and exposure visits
Participants of the capacity building scheme Top management (Presidents, Vice Presidents) Middle management (Deans, Faculty Heads and officers at the level of universities) Lower Management (Dept Heads, Director at College/Faculty level)
CHALLENGES AND FUTURE PERSPECTIVES IN INTERNATIONAL MANAGEMENT EDUCATION
Challenges The way funds are utilized. Ad hoc or short term technical assistance rather than long term commitment and cooperation Lack of clear link between fund allocation and intended outcome The absence of free choice of cooperating partners- the bidding method of selection of implementers Presence of implicit motivation underlying by donor organizations supporting their HEIs Unequal footing between the partnering organizations in south and the north.
Future Prospects More ownership of partnership by the South South-South Cooperation and making use of local and regional expertise Integrated capacity development approach Consortia based Partnership both from the North and South
DUTCH DEVELOPMENTAL AID POLICIES Focus on thematic areas: Water management Food security Rule of law Sexual and reproductive health Private sector engagement Impacts Capacity development projects Scholarships
Triple crown accreditation AMBA EQUIS AASCB ACCREDITATION Impacts Increased discrepancy within MSM between degree education (rigour, standardisation, quality assurance) and capacity development (demand oriented, flexible) Increased regional discrepancies in market requirements Quality assurance at partner level
MARKET DEVELOPMENTS
THANK YOU!