注册 登录  
 加关注
   显示下一条  |  关闭
温馨提示!由于新浪微博认证机制调整,您的新浪微博帐号绑定已过期,请重新绑定!立即重新绑定新浪微博》  |  关闭

宁老师留学DIY咨询

MBA及Master申请PS/Essay/简历/推荐信写作咨询人

 
 
 

日志

 
 
关于我

2009年7月份,我给一个老朋友(Simon FT-MBA,2010春季班)为申请MBA而写的Essay提了几点比较关键的修改建议。后来,她成功拿到Simon的Offer。再后来,她建议我做留学DIY咨询方面的工作,并向我介绍了我的第一个客户。最终,我的第一个客户也成功拿到几个TOP16商学院的面试并顺利拿到Duke Fuqua商学院MBA的录取。 本人毕业于上海复旦大学管理学院国际企业管理系,属于商科科班出身并且做过管理工作、有领导经验的人士。

网易考拉推荐
 
 

JOB HUNTING: BUSINESS; The B-School Hierarchy  

2012-05-11 18:05:11|  分类: DIY留学综合信息 |  标签: |举报 |字号 订阅

  下载LOFTER 我的照片书  |

JOB HUNTING: BUSINESS; The B-School Hierarchy


 

By SCOTT JASCHIK
Published: April 25, 2004

 

The doors to the hotel ballroom hadn't opened yet, but the 200 M.B.A. students lined up outside were busy plotting their strategy. The mirrors in the hallway were perfect for last-minute checks of ties, hair and handkerchiefs. Are the business cards within easy reach? As the students primped, they traded intelligence.

''I hear I.B.M.'s schedule is full.''

''Philip Morris is hiring.''

The job fair was sponsored by the MBA Consortium, a group of 16 business schools that are good but a couple of steps down the B-school hierarchy. To help their students get jobs -- either summer internships or permanent positions -- the consortium had gathered 14 employers at the Marriott Eastside in Manhattan on this January day to meet them. The recruiters, who sat at tables displaying their wares, had already selected some students for interviews the next day based on résumés, but they had saved places for applicants who would impress them today.

The students had paid their travel expenses and $50 to register. Many of them did not have interviews lined up. So the pressure was on. They had only a few minutes to make their pitch, and those in line -- their competition -- could hear them.

 

 

Ryan Hoebelheinrich, a first-year student at Wake Forest University in Winston-Salem, N.C., waited his turn in the long I.B.M. line and made his pitch for an internship interview. After a firm handshake and a handoff of his résumé, he told the recruiter he enjoyed problem solving, operations and finance.

''Are you flexible about where you would work this summer?''

Mr. Hoebelheinrich said yes instantly. And it was over. (He didn't end up getting an interview.) Next person in line.

As is often the case in troubled economic times, business schools reported an enrollment surge in 2002. Now those class members must compete for a limited job pool. Meanwhile, companies are putting off hiring decisions as long as possible until they can tell where the economy is going. Students at second- or third-tier schools can certainly build successful careers. But given the degree's hefty price tag and the tough economic climate, deans and corporate recruiters warn that a master's degree in business administration does not necessarily translate into a high-salary job. And the path to a leading investment bank or consulting company runs almost exclusively through a narrow band of elite business schools.

 

 

''If you want to be an M.&A. lawyer, investment banker in a top house or a consultant for McKinsey -- these elite jobs that everybody seems to want -- you're not even going to get an interview unless you go to one of the elite schools,'' says Robert H. Frank, a Cornell University management professor and co-author of ''The Winner-Take-All Society.''

''Going to an elite school doesn't guarantee you'll get one of those jobs,'' he adds, ''but for better or worse, you won't even have a shot at it without it.''

AS the tight job market accentuates the advantages that graduates of Harvard or the University of Pennsylvania enjoy even in the best of times, students from lower-tier schools must hustle even harder.

At the job fair, options are improving but it's clear that they are still more limited than a few years ago. I.B.M. will hire about 2,000 people for the summer, down from 3,000 in past years. Organizers are pleased to have 14 employers. Last year, there were 10. But in the 1990's, they had 30, and students could write their own ticket.

 

If you want to rile someone at the fair, use the phrase ''core schools.'' Those are schools where companies recruit in person year after year. Many have only five or so core schools, some as few as two. At big-time companies, only a few business schools turn up on list after list: Harvard, Northwestern, Stanford, Chicago, University of Pennsylvania, Massachusetts Institute of Technology, Columbia.

A survey by Business Week last year found that of Citigroup's 164 M.B.A. hires, 23 were from Columbia and 14 from the Wharton School of Finance at the University of Pennsylvania. No other business school placed more than 8 there. Columbia M.B.A.'s took 16 of the 71 M.B.A. jobs at Booz Allen Hamilton, 11 of the 43 at Deutsche Bank, and 15 of the 40 at Goldman Sachs.

What do these gold-plated programs bring to the table?

Jeffrey Pfeffer, a professor at Stanford's business school, published a study in 2002 based on decades of data to determine what the M.B.A. degree actually did for students. Internal studies by leading consulting firms and investment banks of their M.B.A. and non-M.B.A. employees showed that the degree had no impact beyond helping them get the job.

Professor Pfeffer concluded: ''There is little evidence that mastery of the knowledge acquired in business schools enhances people's careers, or that even attaining the M.B.A. credential itself has much effect on graduates' salaries or career attainment.''

 

 

To practice medicine, medical school is essential; ditto for law. But if you can excel in business without business school, he wondered, what is its value?

Professor Pfeffer's report set off intense debate. ''The official reaction is that I've got my head up some part of my anatomy,'' he now says. ''But privately, a lot of people tell me I'm right, but they just can't say that.'' (And indeed, privately, many business educators do agree.)

But even critics like Professor Pfeffer say that top business schools do something of value: sort students. People who invest in an M.B.A. are often bright in the first place, and those with the most potential attend business schools from which they can land jobs with important futures.

''It wasn't what the students learned, but that you've got this preselected group of people,'' he says.

Eileen M. Stephan, executive director for recruiting at Morgan Stanley, also appreciates the sorting factor. ''If a student takes the opportunity costs of leaving the business world for two years, and paying the tuition, they are dedicated,'' Ms. Stephan says. She acknowledges that some employees advance through Morgan Stanley without an M.B.A. But she notes that many business school graduates have backgrounds in other fields, from engineering to teaching, and need the M.B.A. curriculum.

 

Roger L. Martin spent 13 years at Monitor, a top consulting company based in Cambridge, Mass., where he was responsible for recruiting. He tended to recruit almost entirely from the Harvard Business School (of which he is a graduate). Harvard, he says, ''is a magnificent vehicle for extracting out of the global economy those people who are destined to be great business leaders and motivated and smart.'' But beyond that, he believes, Harvard adds nothing.

''If you gave me a choice of recruiting with the admissions list or the graduating list, it would take me a second to decide -- I'd go with the admissions list,'' says Mr. Martin, now dean of the business school at the University of Toronto.

''If people were smart,'' he says, ''they would apply to Harvard, get in, and then send their admissions letters out and use that to get jobs.''

THE group-study rooms at Jon M. Huntsman Hall, the new $139 million building that houses Wharton, have easels, computers and sleek tables and chairs that look appropriate for a corporate conference room. Interrupt students immersed in their studies there and they will tell you, in March, that they have jobs or internships lined up.

 

Most of the time, recruiters visit the school, and most of the time they are alumni of Wharton predisposed to think well of its students.

Matthew Conway, a first-year student, was looking forward to a summer internship at Morgan Stanley. A team of alumni recruited him. ''You don't realize how strong the alumni support is until you are here,'' he said. That was the message, student after student.

Jeremy Benedict, a second-year student, received his undergraduate degree from the College of William and Mary and worked for Arthur Anderson and Commerce One before Wharton. He had a job lined up as a consultant with Bain & Company in Boston. He believes Wharton is paving the way for his future success.

Take a typical business school experience: creating a business plan for a hypothetical company. Mr. Benedict proposed a business in the day spa industry. He used an alumni database to identify chief executives of Elizabeth Arden Salon Holdings (John B. Richards) and a chain of haircut salons called SportClips (Gordon B. Logan). They offered advice on the project -- and promised help should Mr. Benedict ever want to execute his ideas. He had never met either executive, but they responded instantly to the Wharton student.

 

The Entrepreneurship Club sponsors activities to get Wharton students networking among themselves or with alumni. First Tuesday is a monthly meeting over beers with a recent graduate. Better Mousetrap is a weekly discussion of students' business ideas. And the club's Web site tells the stories of recent alumni who are making a mark in the business world. There's Chris Ashton, who graduated last year and started Fetch pet insurance for people who don't want to worry about vet bills. Stories about people like Mr. Ashton, right out of business school, are passed from Wharton student to Wharton student.

Nurturing ambition is a big part of what goes on. For spring break, instead of Florida, Mr. Benedict and 20 other students and the director of the school's leadership program spent a week trekking the Torres del Paine National Park in Patagonia, Chile. While hiking and mountain climbing through a region of glaciers, rivers and mountains, the students talked about working as a team and discussed readings about leadership and business issues.

 

 

When he reflects about his Wharton experience, Mr. Benedict says the bonds between students and alumni will help him throughout his career. ''I want to know every well-connected venture capitalist I can, and I'm going to know an awful lot.''

WAKE FOREST accepts reality: it is midlevel and not on anyone's core list. ''That means we have to work harder,'' says Ned Tobey, interim director of career management for its business school. ''You need to be creative.''

That means the MBA Consortium's job fair was staged in New York so there would be little or no travel and an opportunity to meet students from numerous schools. Last year, business schools in North Carolina -- at Wake Forest, the University of North Carolina at Chapel Hill and Duke -- started a March fair for ''just-in-time hiring,'' since many companies now delay to the spring hiring decisions usually made in the fall.

Mary Banks runs career services at the business school at the University of Colorado at Boulder. She used to work in the career center of Columbia's business school, so she's seen life at core and noncore schools. ''At Columbia, companies were always beating down the doors and they still are,'' Ms. Banks says. ''But it's different at Colorado.'' Though most students want to work in Colorado, she has to work the phones to get any of them in the door at national companies based in the East. ''You are not going to go to Wall Street from Boulder on a plane,'' she says. ''You will plod.''

 

 

The University of St. Thomas College of Business in St. Paul has an even tougher job because it is young (10 years old) and small (each entering class is about 50 students). Its location isn't front and center to many big businesses. Christopher P. Puto, the dean, says its strengths are in its new curriculum. The business simulations that M.B.A. students go through have an unusual feature: students aren't just put into teams for projects (as is common at business schools), but à la ''Survivor'' they can hire or fire team members, giving the students more responsibility and more real-life experience. ''You can't be a freeloader,'' Mr. Puto says.

 

 

To get recruiters on campus, Mr. Puto says that an upstart business school has its best success with new or changing companies. So when Piper Jaffray, an investment bank based in Minneapolis, was spun off from U.S. Bancorp a few months ago, Mr. Puto put the company on the list of targets for his school. ''An up-and-coming firm isn't going to get much attention from a top-10 business school. We can say, 'We'll give you a shot at our best talent.'''

Morgan Stanley recruits at about 25 top business schools (there are more than 300 accredited M.B.A. schools) and sends alumni on staff to conduct job interviews. That means the recruiters are familiar with the programs and advocate for those students, Ms. Stephan says. ''If you are a highly talented student at a school where we don't have a formal campus presence,'' she says, ''it might require a student to be a little more aggressive and creative.''

Consider Charles Brooker, a second-year M.B.A. student at the University of Rochester, who was on the waiting list at the business schools at the University of Chicago and Michigan. Mr. Brooker was at the job fair for two interviews with Wyeth, a health products company. He wants a consulting job, and that field is ''very sensitive to the economy,'' he says. Last year he made 17 trips to New York, most at his own expense, in an unsuccessful attempt to land a consulting internship. He eventually found one in Boston.

 

He says the academic program at Rochester was strong and students were ''very sharp.''

Rachel Agronsky picked Wake Forest for its small size and ''nurturing'' reputation. She graduated in 1996 from the University of Pennsylvania, where she majored in political science. She worked at big-name companies like Goldman Sachs and McKinsey & Company but did not have a strong finance or math background. She hoped to gain that at Wake Forest, and thinks she did.

''I've got friends at Wharton who hated school and ended up with only O.K. jobs,'' she says, ''while I've been 100 percent happy with my decision.''

Ms. Agronsky had two interviews for marketing jobs at the MBA Consortium event, and she advanced to second-round interviews with Avega, a health care software company, and Daymon Worldwide, a marketer of private label brands. Avega went elsewhere, but Daymon looks promising. She has interviews coming up with two other companies. She doesn't expect anything to happen immediately, since marketing jobs tend to fill late in the academic year.

''I am calling everyone I have ever met who has a job and asking for help,'' she says.

''Everyone from my broker to my best friend is working hard

trying to get me employed.''

 

 

出处:

http://www.nytimes.com/2004/04/25/education/job-hunting-business-the-b-school-hierarchy.html

  评论这张
 
阅读(264)| 评论(0)
推荐 转载

历史上的今天

在LOFTER的更多文章

评论

<#--最新日志,群博日志--> <#--推荐日志--> <#--引用记录--> <#--博主推荐--> <#--随机阅读--> <#--首页推荐--> <#--历史上的今天--> <#--被推荐日志--> <#--上一篇,下一篇--> <#-- 热度 --> <#-- 网易新闻广告 --> <#--右边模块结构--> <#--评论模块结构--> <#--引用模块结构--> <#--博主发起的投票-->
 
 
 
 
 
 
 
 
 
 
 
 
 
 

页脚

网易公司版权所有 ©1997-2017