Can We Really Train Leadership?

Leadership programs offer everything from white-water rafting to encounter groups. But do they really train leaders? Yes, if they take a multi-tiered approach and recognize that it takes skill and time to succeed.

Editor’s Note: this is an excellent article – a bit long, but well worth the read…

The MBA Menace

Management theorist and critic Henry Mintzberg has a few choice words for all you newly minted MBAs: The way you were taught management is all wrong.

eBusGrad.com

Jim Harrison has created a free online business tutoring service that is conducted entirely through email. Each one-on-one session is intended to enhance the student’s understanding in areas of business. Use this site for help on starting your paper or you can submit your paper via email for review.

Editor’s Note: I really don’t know what to make of this service and as I have … [ Read more ]

Hal Varian

The dean of Berkeley’s School of Information Management and Systems foresees a world in which everything is negotiable.

Kenneth Laudon

Kenneth C. Laudon is professor of information systems at NYU’s Stern. He joined Stern’s faculty in 1982. Since then, he has taught courses on e-commerce, managing the digital firm, IT and corporate strategy, and the links between technological developments and society. Laudon is the author, or co-author, of a dozen books, including the most widely adopted textbook on Management Information Systems in the world. His … [ Read more ]

C. K. Prahalad

C. K. Prahalad is Harvey C. Fruehauf Professor of Business Administration and Professor of Corporate Strategy and International Business at the University of Michigan Business School. Previous appointments include a visiting professorship at INSEAD and a professorship at the Indian Institute of Management, Ahmedabad where he was also Chairman of the Management Education Programme.

C. K. Prahalad specializes in corporate strategy and the role and value … [ Read more ]

Henry Mintzberg

MBA programs, says Henry Mintzberg, are producing not managers but functionaries. That doesn’t bode well for either business or society.

The Innovation Incubator: Technology Transfer at Stanford University

The successful transfer of new technologies from the research laboratory to the commercial sector has many benefits: the creation of wealth, new jobs and new solutions to society’s problems. For nearly three decades, Stanford University has been a leader in technology transfer, fostering the growth of northern California’s Silicon Valley and the biotechnology industry and providing a model for other research and educational institutions across … [ Read more ]

Learning Styles

While the notion that people learn differently is hardly new, it has been David A. Kolb, Professor of Organisational Behaviour at the Weatherhead School of Management, who has encapsulated the idea in recent years. Initially on his own and then working with Roger Fry, Kolb put forward a cycle of learning. This article, which serves as an introduction to theworkingmanager.com website offers a nice overview … [ Read more ]

Henry Mintzberg

Full-time MBA programs by their nature attract many of the wrong people–too impatient and analytical, with little experience in management itself. These may be fine traits for students, but they can be tragically ill-suited for managers.

Conventional MBA programs then compound the error by giving the wrong impression of management: that managers are important people disconnected from the daily work of making products and producing services; … [ Read more ]

Robert Engle

On October 8, it was announced that Robert Engle, Michael Armellino Professor of Finance at NYU Stern, was awarded the Nobel Prize in Economics along with Clive Granger, his longtime colleague at the University of California at San Diego. Engle, 60, a Stern professor since 2000 and a pioneer in the field of econometrics, was cited for the development of Autoregressive Conditional Heteroskedasticity (ARCH), a … [ Read more ]

Howard Gardner

Howard Gardner says it is possible to get others to see things differently. But as the Harvard professor tells CIO Senior Editor Edward Prewitt, it takes perseverance and finesse.

Best Practices and Case Studies: Be Very Afraid

Often, it’s not clear what it means for some practice to be “best.” Best at what? And by what standard?

What works well for one of your competitors or another company doesn’t necessarily mean it will work well for your organization. Following in the footsteps of other companies is called mimicry, and while it might be flattering, it is often very dangerous.