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What Companies Want:

Graduate education needsin a global labor market

Prof. Luca GiustinianoAssociate Professor of ManagementLuiss Business School

Project presentation: 5/3/2010

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Agenda

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Expected outcome

The expected outcome of the project is to help Luiss BusinessSchool improve its educational offer for the MBA programs.

Recent social and economic events have driven executives andmanagers to the search of new routes to value creation and growth.

The ultimate aim of the project is to understand “what companieswant” from their present and future managers.

According to the aim and philosophy of the eHRM Program: “Project work will be carried out in cross-culturalteams for a multinational company; they provide the opportunity for in-depth work and will also developconsultancy skills relevant to multinationals operating in Europe.Source: (C) 2010 Master Programme in European Human Resource Management

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Project task

Participants will work directly on business and management topics inorder to carry out the research project in cooperation with the faculty.

The (applied) research project will be based on multiple methodology:

• Quantitative analysis•Basic descriptive statistic•External data analysis

• Qualitative analysis•Participative observation•Storytelling

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0

1

2

3

4

5

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1995 1997 1999 2001 2003 2005 2007 2009 2011Source: Oxford Economics

World: GDP growth

PPP

exchange

rates

ForecastMarket exchange

rates

% year

Scenario: World GDP Growth

USA

UK

Taiwan

Switzerland

SpainSlovenia

Slovak Rep.

Singapore

Portugal

Norway

Luxembourg

Korea

Japan

Ireland

Iceland

Hong Kong

Greece

Czech Rep.

Belgium

Austria

Australia

Yemen

UAE

Syria

Saudi Arabia

Qatar

Oman

LibyaLebanon

Kuwait

Jordan

Iraq

Iran

Egypt

Bahrain

Vietnam

Turkey

TunisiaThailand

South Africa

Russia

Poland

PhilippinesPakistan

Mexico

Indonesia India

HungaryCroatia

China

Chile

Brazil

Argentina

Algeria

$0

$5.000

$10.000

$15.000

$20.000

$25.000

$30.000

$35.000

$40.000

$45.000

$50.000

$55.000

1% 2% 3% 4% 5% 6% 7% 8% 9%

Selected CountriesGDP pro Capita(PPP- adjusted) 2009

Source: IMF - World Economic Outlook ( 2009), authors calculationsGrowth of GDP per Capita (PPP-adjusted), CAGR 2004- 2009

($6.379, 10,30%)

($ 3.655, 0,00%)

($ 78.108, 3,47%) ($ 92.121, 6,21 )

Italy

Source: IMF - World Economic Outlook ( 2009), Author’s calculationsGrowth of GDP pro Capita (PPP-adjusted), CAGR 2004- 2009

Scenario: Prosperity performance

$10.000

$30.000

$50.000

$70.000

$90.000

1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Canada France Germany Italy Japan UK USA Bahrain Kuwait Oman Qatar Saudi Arabia UAE

Source: IMF - World Economic Outlook ( 2009), authors calculations

GDP per Capita(PPP- adjusted) 2009

Selected Countries

Scenario: Prosperity performance

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Scenario: Management in times of crisis

Source: Banca d’Italia (2009)

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– Continuous investments in R&D

– Exploitation of ICT potential

– Leverage of the “Made-In” effect

– Valorization of territories

– Limitation of people negative turnover

– Cooperation with research centers and Universities

– From pure competition to co-opetition

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Scenario: Lessons learnt from the best perfomers

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Project design

EXISTINGPROGRAMS

(MBAs)

New MBAProgram

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Project design: External factors

Some external factors are influencing thedynamics of the global labor market and thecompanies’ needs:

• Globalization• Cultural mediation and global understanding• Entrepreneurial thinking• Demography• Technology• Ethics and corporate social responsibility• Other factors

EXISTINGPROGRAMS

(MBAs)

New MBAProgram

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Project design: Companies

The understanding of what companies want is the corepart of this project.This part will be conducted mainly by interviewingexecutives. They can be classified into 3 main groups:

• Top executives (CEO, General Directors, Entrepreneurs,SBU Managers)• HR Executives• Line/Functional Executives

For any of these groups the team should elaborate aspecific questionnaire

Managers will be identified and contacted within the LBS’s networkof international companies with the help of the MBA staff. Studentswill receive all the assistance for conducting the interviews.

EXISTINGPROGRAMS

(MBAs)

New MBAProgram

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Project design: Alumni

The LBS’ MBA is at its XX edition…So it cancount on a quite large Alumni network.Ex MBA are an excellent source of informationand criticism for rethinking the educational offer.

They can be interviewed by using the samequestionnaire of the executives but they aregenerally very eager to tell their experience asstudents and to describe their career paths.

EXISTINGPROGRAMS

(MBAs)

New MBAProgram

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Project design: Educational needs

Define/find a model for collecting, analyzing andsynthesizing the educational needs.Its basic should be able to distinguish between:• Technical competencies• Managerial competencies• Behavioral skills

EXISTINGPROGRAMS

(MBAs)

New MBAProgram

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Project design: External factors

• Study, analyze and the existing MBAprograms present at LBS (specifically the ItalianMBA and the international MBA)• Assess the workload for every didacticarea/topic• Interview some of the faculty and tray toconduct a small climate analysis

EXISTINGPROGRAMS

(MBAs)

New MBAProgram

References (from Academy of Management, Learning and Education, 9(1), 2010:Kelan and Jones, “Gender and the MBA”Petriglieri and Petriglieri, “Identity Workspaces: The Case of Business Schools”Narayanan, Olk and Fukami, “Determinants of Internship Effectiveness: An ExploratoryModel”Love, Love and Northcraft, “Is the End in Sight? Students Regulation of In-class andExtra-Class Effort in Response to Feedback Performance Feedback”

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Project design: The new MBA program

Unchain your creativity!Start from the “blank state” hypothesis and drawthe ideal program for feeding companies withwhat they want.

Feel free to reshape topics, contents, teachingmethods and so on…

EXISTINGPROGRAMS

(MBAs)

New MBAProgram

References (from Academy of Management, Learning and Education, 9(1), 2010:Bergman, Westerman and Daly, “Narcissism in Management Education”Burke and Rau, “The Research-Teaching Gap in Management”

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The new MBA should also be able to remove theobstacles to personal effectiveness in leadership andmanagerial position

Van Fleet lists the “top ten” mistakes managers make:

1.Limitation/specialization2.Refusing higher responsibility3.Failures in assignments and supervision4.Non realistic evaluation of own performance5.Using positions for personal gain6.Not being an example7.Trying to be liked (rather than respected)8.Emphasis: rules vs skills9.Non constructive criticism10.Not listening to employee complaints

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Outline of the expected outcome(Powerpoint presentation)

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– Watch the movie (first half could be enough)

– Draw an outline of the project (first draft to be discussed and

reviewed) containing:• Sub-tasks

• Methodology

• Individual assigned roles (who’s doing what)

– Questionnaires for executives’ interview (first draft to be refined)

– Make a list of what you might need, in terms of:• References

• Seminars

• Contacts

• Etc.

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Assignment (deadline May 7*)

* Friday, May 7, 4.00-6.00 pm:Brainstorming and knowledge sharing[bottom up approach to your projectdefinition] (room 210, Viale Pola)

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Suggested schedule