|Teaching and Learning Forum 2003 [ Proceedings Contents ] |
The presenter / paper will consider the establishment of the recently launched (January 2002) Executive MBA Program (EMBA) at The University of Western Australia (UWA) through 1. the process of achieving buy-in from a number of different stakeholders / partners and 2. the rationale for the program philosophy / structure / content and its strategic competitive positioning within the marketplace.
It is widely accepted that stakeholder support and buy-in is crucial for the success of any strategy. This is especially important within a university environment where a variety of highly political stakeholders / players can help or hinder a strategy for a new initiative. These different stakeholders include academic and administration staff as well as persons who have certain positional influence within a university such as Head of School, Dean of Faculty and Vice Chancellor, etc. However, stakeholder influence needs to be considered much more widely when establishing an EMBA, as such programs are targeted at senior managers from both the public and private sectors and many participants tend to be sponsored by their organisations. Therefore, a strategic partnering approach is crucial for the effective management of the different stakeholder groups.
EMBA Programs are not new but business schools have adopted very different approaches in philosophy, structure and content when designing their programs. The presenter has had considerable global experience in designing EMBA management education programs. For example, he was part of a small team that established the British Airways MBA Program at The University of Lancaster, UK. He was also the Foundation Director of the Masters in Management Program at Victoria University of Wellington in New Zealand. This was a joint initiative with The University of Auckland and the NZ Management Development Consortium (which included the Bank of New Zealand, Fletcher Challenge, NZ Post and others). Nevertheless, the EMBA Program at UWA has a radically different design compared with these programs and the presentation / paper will consider the reasons why. The presentation / paper will conclude by presenting a criteria for evaluating the success of the EMBA from the perspective of the different stakeholder groups.Position and institution: Professor in Management (Strategic Management) and Director EMBA Program, The Graduate School of Management, The University of Western Australia. Gary is also Visiting Professor within The Graduate School of Business at The University of Witwatersrand in South Africa.
|Please cite as: Stockport, G. J. (2003). Partners for life: Establishing the Executive Master of Business Administration (EMBA) Program. In Partners in Learning. Proceedings of the 12th Annual Teaching Learning Forum, 11-12 February 2003. Perth: Edith Cowan University. http://lsn.curtin.edu.au/tlf/tlf2003/abstracts/stockport-abs.html|