Planning the Development of Builders, Leaders and Managers for 21st-Century Business: Curriculum Review at Columbia Business School

Planning the Development of Builders, Leaders and Managers for 21st-Century Business: Curriculum Review at Columbia Business School

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Business and management education has an important impact on business practice throughout the world. To a very large extent, possession of the MBA degree is a passport into the upper reaches of management, and CEOs of many major corporations have earned an MBA. It is a reasonable inference that the education received by these leaders and managers during their MBA experience has an important impact on the way that businesses throughout the world are led and managed and that major corporate decisions are made. The heart of the MBA education is the curriculum, and curriculum design is perhaps the most important strategic function for a business school faculty to undertake.
In order to understand the many issues concerning this contemporary curriculum review, this book examines three related contextual domains. First, it details the long-term growth of business and management education. Second, it examines the major theoretical and empirical literatures on organizational evolution and decision making, paying special attention to decision making in institutions of higher education. Finally, the book describes the previous major curriculum review at Columbia Business School in the late 1950s and the subsequent changes that formed the curriculum that was changed in 1992.
This book demonstrates what can be achieved by an institution that sets high standards for its business education, and assists faculty and administrators in other schools of business and management as they contemplate revision of their curricula. In addition, it provides a prime example of curriculum design effort in one of the leading institutions worldwide. Finally, it will be of interest to scholars in several different fields, notably, higher education curriculum review, organizational decision making and long-run organizational evolution.
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Product details

  • Hardback | 490 pages
  • 166.9 x 231.9 x 28.2mm | 716.67g
  • Dordrecht, Netherlands
  • English
  • 1996 ed.
  • XVI, 490 p.
  • 0792397282
  • 9780792397281

Table of contents

Section A: Introduction to the Study. 1. Purpose of the Study. 2. The Growth of Business Education. 3. Theoretical and Empirical Underpinnings. Section B: Historical Development at Columbia Business School. 4. Curriculum Review at Columbia Business School in the 1950s and 1960s. 5. Initiating the Curriculum Review Process in the Early 1990s. 6. Curriculum Review and the Strategic Planning Process. Section C: Contemporary Curriculum Review at Columbia Business School. 7. Developing the Information Base for Curriculum Redesign. 8. Early Development of a New Curriculum Design. 9. The Process of Forging the Curriculum Review Proposal. 10. Key Issues in Designing Individual Courses. 11. Key Structural Issues Concerning the MBA Program as a Whole. Section D: Implementing and Executing the New Curriculum. 12. Implementing the New Curriculum. 13. Executing the New Curriculum. Section E: Conclusions. 14. Curriculum Change in Context I: Historical Evolution of Columbia Business School. 15. Curriculum Change in Context II: Models of Organizational Decision Making. 16. Comparing and Learning from the Two Curriculum Changes. Epilogue. Appendices: 1. Major Features of Curriculum Review at Leading Graduate School of Business. 2. Deans of the Columbia Business School. 3. Curriculum Review Committee Attendance. 4. Survey Questionnaires. 4A. Survey Questionnaire for Current Students and Recent Alumni. 4B. Survey Questionnaire for Mid-Career Alumni. 5. Topics Discussed in the Curriculum ReviewProcess. 5A. Curriculum Review Committee Meetings. 5B. Curriculum Implementation Committee Meetings. 6. Documents Used by, Developed for and Resulting from the Curriculum Review Process. 7. First Unified Proposal, May 1991: Core Course Descriptions. 8. Final Proposal, October 1991: Core Course Descriptions. References. Index.
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