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Iva Kirovová

Iva Kirovová. Intercultural Context of MBA Studies. Iva Kirovová The Czech Republic VSB-Technical University of Ostrava Faculty of Economics Department of Management Iva.kirovova@vsb.cz. Management Education in the Czech Republic –before 1989 (1). Background A centrally planned economy

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Iva Kirovová

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  1. Iva Kirovová Intercultural Context of MBA Studies Iva Kirovová The Czech RepublicVSB-Technical University of OstravaFaculty of EconomicsDepartment of ManagementIva.kirovova@vsb.cz IAREP/SABE at LUISS Roma

  2. Management Education in the Czech Republic –before 1989 (1) Background • A centrally planned economy • Management positions were approved by the Communist Party Managerial work • Having the right contacts with the right people • An autocratic style • A promotion • Loyalty, political considerations IAREP/SABE at LUISS Roma

  3. Management Education in the Czech Republic –before 1989 (2) Management education • Political influence Management • Focus on scientific management Traditional teaching methods • Lectures, seminars • Political influence • Passivity, obedience IAREP/SABE at LUISS Roma

  4. Management Education in the Czech Republic after 1989 Background • The transition of political and socioeconomic system • A new era of cooperation West – east • Gaps of relevant managerial knowledge and competences • Foreign academics and consultations firms • Significant changes in educational programs • An intercultural context? IAREP/SABE at LUISS Roma

  5. The Proliferation of MBA Programs • Originally established in the USA (over 100 years ago) • Adopted also in Europe • The first wave (1959 -70´s ) • The majority of programs were modeled on American programs • The second wave (the mid 1980-2000) • European wave • Enormous number of MBA programs • Offered also in post-communist countries IAREP/SABE at LUISS Roma

  6. MBA Programs in the Czech Republic • 1998 – CAMBAS (Association of the Czech MBA Schools) • 8 members • More than 20 MBA programs are offered in the Czech Republic (data from 2006) • VSB-Technical University of Ostrava has been offering the MBA since 1989 • A franchised program from Liverpool John Moores University IAREP/SABE at LUISS Roma

  7. The MBA program in Ostrava • A part-time executive MBA program • Class sessions are realized approximately over 3 weekend periods • The MBA students are mostly managers from middle or upper managerial levels, between 30 and 50 years, working for international or local companies, largely industrial firms IAREP/SABE at LUISS Roma

  8. Effective People Management • A compulsory module taken during the 1st year of the MBA program • The opportunity for developing knowledge and skills relevant to various aspects of managing people • Participative teaching methods • Individual and group activities, cases, etc. • Two written projects IAREP/SABE at LUISS Roma

  9. Intercultural Context of MBA (1) • The Anglo-Saxon origin of MBA programs • Delivery methods, grading system, etc. • Case approach • Most of management theories come from the USA or Western Europe • Cultural context of various concepts • Leadership, motivation theories, teamwork, psychological contract, etc. • Students do not accept or do not understand all contemporary concepts, models or theories IAREP/SABE at LUISS Roma

  10. Intercultural Context of MBA (2) • Czech MBA students didn't get used to interactive educational approaches, e.g. to cases • Largely lower level of soft skills (e.g. communication skills) • Problems with application of cases • Cultural context of cases, lower activity, individual responsibility, etc. • Written projects • Individual responsibility, deadlines, etc. IAREP/SABE at LUISS Roma

  11. Hofstede´s four dimensions of culture(Hofstede, 1999, Kolman et al, 2003) LOW MEDIUM HIGH Power distance UK CZ USA Uncertainty avoidance UK CZ USA Individualisms vs. collectivism CZ UK USA USA Masculinity vs. femininityUK CZ IAREP/SABE at LUISS Roma

  12. Discussion • Other theories focused on cultural context • Inglehardt and Baker (Berry et al., 2006) • 2 basic value dimensions: • Traditional vs. secular rational • Obedience vs. independence • Survival vs. self-expression • Economic security vs. quality of life • Leadership prototypes, communication styles, job design, educational practices, etc. IAREP/SABE at LUISS Roma

  13. Conclusions • A cultural context of human behavior • A globalization influence on MBA studies • A need to understand global and local socio-economic context, including intercultural context IAREP/SABE at LUISS Roma

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