Among the many great hopes pinned on the MBA is that attainment of it suggests meaningful things about one’s knowledge, ability, and character. That is not an overstatement of the regard in which it is held. While it’s fair enough to assume that someone who has completed such a program can be expected to know what was taught in it, his or her ability to apply that knowledge cannot be assumed with equal confidence . . .
Yesterday’s discussion of the almost mystical faith that has developed in the efficacy of the MBA generated some interesting points among the comments. One of them appears to revolve around the value of the degree as a predictor of performance by hiring or promoting firms. The other, interestingly, looks at the question from the other direction, asking what sort of manager – MBA or otherwise – people prefer to work for. We will take a look at these issues over the next few days. To begin with . . .
In their efforts to make effective, efficient hiring and promotion decisions, many companies and consultants have devoted considerable effort to developing sophisticated psychological assessments. It is hoped that such tests can ultimately predict general employment success, or the potential for performance in particular assignments. At the least, responsible managers attempt to use the results of such test to inform their final decisions . . .
Amy Joyce, a columnist at the Washington Post, published an item in yesterday’s edition that you all should read. It quotes a fascinating study by the American Association of University Women (AAUW), along with some commentary by a professor who has published on the topic of women and negotiation. . .
The thing about managing is that it seeks out precision. As a result, it tends to avoid matters that can only be determined through judgement, because judgement is decidedly imprecise. Chief among these is what are termed human resources. We know that our people are important, and we know that we must acknowledge that importance [...]
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