An Evaluation of a Simulation-Based Business School Curriculum Integration Effort

1977 ◽  
Vol 50 (3) ◽  
pp. 343 ◽  
Author(s):  
Joseph Wolfe
Keyword(s):  
Business School ◽  
Curriculum Integration ◽  
School Curriculum ◽  
Simulation Based ◽  
Integration Effort

scholarly journals Medical Student Leadership Development through a Business School Partnership Model: A Case Study and Implementation Strategy

2021 ◽  
Vol 8 ◽  
pp. 238212052110104
Author(s):  
Timothy P Daaleman ◽  
Mindy Storrie ◽  
Gary Beck Dallaghan ◽  
Sarah Smithson ◽  
Kurt O Gilliland ◽  
...  
Keyword(s):  
Leadership Development ◽  
Medical Students ◽  
Medical School ◽  
Business School ◽  
Medical Curriculum ◽  
School Curriculum ◽  
Learning Model ◽  
Lessons Learned ◽  
Self Awareness ◽  
Program Outcomes

Background: There is an ongoing call for leadership development in academic health care and medical students desire more training in this area. Although many schools offer combined MD/MBA programs or leadership training in targeted areas, these programs do not often align with medical school leadership competencies and are limited in reaching a large number of students. Methods: The Leadership Initiative (LI) was a program created by a partnership between a School of Medicine (SOM) and Business School with a learning model that emphasized the progression from principles to practice, and the competencies of self-awareness, communication, and collaboration/teamwork. Through offerings across a medical school curriculum, the LI introduced leadership principles and provided an opportunity to apply them in an interactive activity or simulation. We utilized the existing SOM evaluation platform to collect data on program outcomes that included satisfaction, fidelity to the learning model, and impact. Results: From 2017 to 2020, over 70% of first-year medical students participated in LI course offerings while a smaller percentage of fourth-year students engaged in the curriculum. Most students had no prior awareness of LI course material and were equivocal about their ability to apply lessons learned to their medical school experience. Students reported that the LI offerings provided opportunities to practice the skills and competencies of self-awareness, communication, and collaboration/teamwork. Discussion: Adding new activities to an already crowded medical curriculum was the greatest logistical challenge. The LI was successful in introducing leadership principles but faced obstacles in having participants apply and practice these principles. Most students reported that the LI offerings were aligned with the foundational competencies.

Development and Assessment of Intercultural Effectiveness: A Learner-Centered Approach

2018 ◽  
Vol 198 (2) ◽  
pp. 136-145 ◽  
Author(s):  
Iris Berdrow ◽  
Allan W. Bird
Keyword(s):  
International Education ◽  
Business School ◽  
Skill Development ◽  
School Curriculum ◽  
Lessons Learned ◽  
Program Model ◽  
Institutional Assessment ◽  
Intercultural Effectiveness ◽  
Comprehensive Program ◽  
Learner Centered

Globalization has created an accelerated demand for globally competent managers, yet the gap between this demand and the supply of globally oriented, competent graduates is growing. As a result, the mandate for effectively internationalizing business school curriculum is increasing. Yet, given the costly structures required to provide international education opportunities, institutions need to know that those opportunities are positively influencing students learning and skill development. This article tells the story of one school’s comprehensive program that incorporates learner-centered measurement and development with institutional assessment of intercultural effectiveness. We offer a program model and lessons learned for other institutions interested in implementing similar programs.

scholarly journals An Examination of the Technology of Specialised Soft Skill Sets Deployed in Business Sectors from Four Different Regions of the Globe

2017 ◽  
Vol 1 (2) ◽  
pp. 186
Author(s):  
Thi Thu Hang Truong ◽  
Ronald S. Laura ◽  
Kylie Shaw
Keyword(s):  
International Business ◽  
Business School ◽  
Soft Skills ◽  
School Curriculum ◽  
Major Research ◽  
Business Professionals ◽  
Soft Skill ◽  
Skill Sets ◽  
The World ◽  
Business Sectors

<p class="BodyA"><em>Our central objective in this paper is twofold: first, to examine the scholarly literature on the technological importance of soft skills in Business, and second, to review the major research studies on the views of employers and the industries they serve regarding the specific character and combination sets of key soft skills best suited for business professionals located in four distinct and economically vibrant major business regions of the world. The key findings have been distilled from the literature and analysed to identify patterns of congruence, with the aim of cataloguing reasonably discrete combinatory sets of soft skills ideally suited to the specific business priorities which characterise these four different regions. The concluding section of the paper will consider the extent to which these distinct skill sets can be pedagogically developed in such a way that they become deeply embedded as foundational in the creation of an international business school curriculum, featuring five discrete sets of soft skills, each of which is ideally constructed for one of the four different regions.</em><em></em></p>

scholarly journals Impact Of Radical And Incremental Curriculum Changes On Students

2011 ◽  
Vol 5 (4) ◽  
pp. 27
Author(s):  
Vipin K Agrawal ◽  
Vijay K. Agrawal ◽  
Donald A. Carpenter
Keyword(s):  
Student Perceptions ◽  
Business School ◽  
Management Strategies ◽  
Radical Change ◽  
School Curriculum ◽  
Student Responses ◽  
Incremental Change ◽  
Curriculum Changes ◽  
Midwestern University ◽  
The Impact

College curricula undergo changes periodically. This case discusses the various change management strategies employed by the faculty of a midwestern university in implementing incremental and radical change in the business school curriculum. It also analyzes the impact of these changes on student perceptions of the course and of the instructor. Our analysis reveals interesting trends in student responses over a seven year span. We find that students initially resist both types of changes, although the resistance is greater in the case of radical changes. Nevertheless, they eventually view both types of changes as adding value to the curriculum. However, the perception of value addition is temporary, lasting longer for radical change (seven semesters) than for incremental change (five semesters). This suggests that updating of curricula is required on an ongoing basis.

The business school curriculum and the study of automotive history

2008 ◽  
Vol 2 (1) ◽  
pp. 30
Author(s):  
Jace Baker ◽  
Pat McInturff ◽  
C.E. Tapie Rohm Jr.
Keyword(s):  
Business School ◽  
School Curriculum

Opportunities and Challenges for CSR Mainstreaming in Business Schools

2018 ◽  
pp. 613-643
Author(s):  
Dima Jamali ◽  
Hanin Abdallah ◽  
Farah Matar
Keyword(s):  
Business School ◽  
Management Education ◽  
Business Schools ◽  
Profit Maximization ◽  
School Curriculum ◽  
Future Generations ◽  
Critical Juncture ◽  
Extant Literature ◽  
Challenges And Opportunities ◽  
Paradigmatic Change

Extant literature has highlighted that business schools have been accused of promoting an educational ethos that emphasizes shareholder value and the pursuit of short-term profits and thereby preparing overly competitive future generations interested in profit maximization. This paper highlights the importance of integrating CSR into the mainstream of business schools' curricula, arguing for the responsible role that business schools should play but also emphasizing the strategic case for such integration. The paper analyzes the main challenges and opportunities that both hinder and facilitate mainstreaming of CSR at the heart of the business school curriculum and the role that the Principles of Responsible Management Education (PRME) can potentially play in this regard. The paper illustrates these drivers and constraints in the context of one specific business school in Lebanon that has successfully experimented with CSR mainstreaming, leading to a nuanced reflection on the possibilities of a real paradigmatic change in the context of higher management education at this critical juncture and what it is going to take to catalyze a real transformation beyond “bells and whistles” and mere rhetoric.

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