Executive_MBA_round_table_2008:Executive_MBA_round_table_2007.qxd 20/02/2008 19:10 Page 3
Piper Gill
Director Marketing & Admissions
Melbourne Business School
How do you see the demand of Executive MBAs evolve in the coming years?
Executive MBA (EMBA) programs have enjoyed considerable growth over the last decade. Complex business environments and increased social and economic pressures are
forcing managers to enhance their intellectual and leadership capabilities as well as build influential professional networks in order to get ahead in their careers. The Executive
MBA addresses these needs and allows professionals to start integrating their learning into their current role immediately. A top level Executive MBA provides a great lens
to view a business in both its broader and narrower context. An EMBA builds a framework for doing things differently, for getting things done more efficiently and effectively,
and for seeing what is possible. It promotes confidence, self-development and demystifies the processes of leadership and superior management. I anticipate the market for
Executive MBA programs will continue to prosper for several years to come.
What are the realities of juggling professional responsibilities with family commitments and academic pursuits?
The reality of juggling professional, family and academic responsibilities can be daunting but it can also be incredibly rewarding. Embarking on an Executive MBA represents a
rare opportunity for managers to step away from their daily routine and “invest” in themselves – a privilege few professionals indulge in. Most Executive MBA programs are
delivered in intensive formats which by nature can be demanding and overwhelming however adding work and family commitments to the mix often proves to be a student’s
greatest challenge. We discuss how critical employer and family support is very early on in the recruitment process in order to set realistic expectations with students.
What advise would you give to candidates wishing to get their companies’ support and commitment for an Executive MBA?
While most employers encourage and support professional development activities, it is often up to the individual to find the most appropriate program and directly approach
their line managers for support and approval. Employer support can present itself in a variety of ways from financial support (tuition reimbursement) to annual leave (paid
study leave) to moral support. Once a candidate finds a suitable Executive MBA program, it is a good idea to devise a business case for their employer which outlines not
only the benefits the employee will take away from the course but also the many ways in which the company will benefit from the investment. The business case will help
candidates clearly articulate why an EMBA is the best program for them and how they will manage their work and study loads.
How has the course delivery of the Executive MBA evolved in part years both in modularity and use of technology to improve
student experience?
With the pace of business today, senior managers cannot afford to suspend their careers to study full time nor can they imagine forfeiting nights and weekends for up to five
years to study in traditional part time MBA programs. Some Executive MBA programs have addressed these concerns by taking a modular approach to program delivery. Our
Executive MBA program is conducted in 4 - four week residential modules which allow students to step away from work and focus on their studies for concentrated periods
of time. With no further study required in between modules, students return to their organisations and start making an immediate impact by putting what they have learnt
into practice. This module approach has proven to be an highly appealing to busy executives.
What are the typical examples of the impact of an Executive MBA on the careers of your students?
There are several different personal and professional motivations for embarking on an Executive MBA program. Some students are seeking career advancement with current
employers; some students are considering changing companies and/or sectors while others are using the EMBA as a catalyst for pursuing their entrepreneurial ambitions.
Regardless of motivation for pursuing an EMBA, most students would agree that the program has presented them with significant career opportunities they would not have had
otherwise. One of our recent graduates commented, “ The EMBA has been a stepping stone to a senior position in my current organisation. The networks developed through the
Melbourne Business School EMBA have enabled me to move more easily into international consulting work and the friendships developed over the course I expect to be lifelong.”
223
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188 |
Page 189 |
Page 190 |
Page 191 |
Page 192 |
Page 193 |
Page 194 |
Page 195 |
Page 196 |
Page 197 |
Page 198 |
Page 199 |
Page 200 |
Page 201 |
Page 202 |
Page 203 |
Page 204 |
Page 205 |
Page 206 |
Page 207 |
Page 208 |
Page 209 |
Page 210 |
Page 211 |
Page 212 |
Page 213 |
Page 214 |
Page 215 |
Page 216 |
Page 217 |
Page 218 |
Page 219 |
Page 220 |
Page 221 |
Page 222 |
Page 223 |
Page 224 |
Page 225 |
Page 226 |
Page 227 |
Page 228 |
Page 229 |
Page 230 |
Page 231 |
Page 232 |
Page 233 |
Page 234 |
Page 235 |
Page 236 |
Page 237 |
Page 238 |
Page 239 |
Page 240 |
Page 241 |
Page 242 |
Page 243 |
Page 244 |
Page 245 |
Page 246 |
Page 247 |
Page 248 |
Page 249 |
Page 250 |
Page 251 |
Page 252 |
Page 253 |
Page 254 |
Page 255 |
Page 256 |
Page 257 |
Page 258