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
 
 

商院动态:Johns Hopkins Carey Gains AACSB Accreditation  

2017-02-19 01:27:30|  分类: 学校与选校 |  标签: |举报 |字号 订阅

  下载LOFTER 我的照片书  |

商院动态:Johns Hopkins Carey Gains AACSB Accreditation


 

BY: NATHAN ALLEN ON FEBRUARY 17, 2017

 

 

In the harsh world of entrepreneurship and startups, moving fast and scaling rapidly is of paramount importance. And for the newest business school at a major research university to earn accreditation from the Association to Advance Collegiate Schools of Business (AACSB), rapid growth has been key.

“Isn’t it always the case, where those that belong in the status quo, will always consider themselves safe? Status quo is not always safe,” says Bernard Ferrari, dean of the Johns Hopkins Carey Business School, which is younger than Facebook, Twitter, and LinkedIn. “We believe we have a little disruption in us. That we are doing some things differently in an exciting way with an exciting faculty. And we like it.”

‘I CAME FROM A DIFFERENT WORLD. I DIDN’T KNOW ACCREDITATION FROM ANYTHING.’

Founded in 2007 and graduating its first MBA class in May of 2012, the Carey School announced yesterday (February 15) that it had achieved coveted AACSB accreditation. For Ferrari, who started his tenure at the Carey School a couple months after the first MBA class graduated, the road to accreditation was built alongside the school’s strategic growth vision. But for Ferrari — who holds law and medical degrees as well as an MBA and had never worked in business school administration before joining Carey — the experience was one of learning.

“I came from a different world,” says Ferrari, who spent nearly two decades at McKinsey & Co. after being a surgeon in New Orleans. “I didn’t know accreditation from anything.” He says the school was “out of the process” of accreditation when he arrived: “We had sort of asked for a timeout. I didn’t know a lot about the history, but it was not good.”

So Ferrari traveled to AACSB’s international headquarters in Tampa, Florida, to investigate and essentially asked for a “mulligan.” He found Bob Reid, the accrediting organization’s executive vice president and chief accreditation officer, who was “invaluable” and a “good teacher” in helping Ferrari understand what the AACSB was trying to accomplish — and in helping Carey reach full accreditation.

Ferrari recalls that he also learned that accreditation standards “could serve as a wonderful momentum builder for many of our strategic undertakings and objectives that we had decided upon.”

SCALING THEIR UNIQUE MISSION LIKE A VENTURE CAPITAL-BACKED SILICON VALLEY STARTUP

Instead of dreading the intrusive, bureaucratic process that comes with AACSB accreditation, Ferrari and his faculty embraced the idea of using accreditation to grow the school. “I was able to marry the standards to our strategy. And that allowed us to proceed very rapidly,” Ferrari says. No kidding. When Ferrari started his deanship in the summer of 2012, Carey had 35 full-time faculty members and 135 full-time students. Now the school boasts 87 full-time faculty members, 923 full-time students, and around 1,150 part-time students. The growth has largely been in  a portfolio of full-and part-time specialized masters programs in finance, marketing, health care management, information systems, enterprise risk management, and real estate and infrastructure.

More importantly, Ferrari says, the school was able to stick to its unique approach to educating young business leaders. Enrolling students at the end of the financial crash in 2008 and 2009, the school was founded on principles of teaching business with humanity in mind, as the school’s slogan says. “To us, that means building business character into our people,” Ferrari explains, noting that Carey “tore a page out of” traditional Jesuit education. “It means to understand the implications of your actions beyond yourself. That’s what we’re doing.”

Don’t necessarily expect a bunch of do-gooders, though.

“It doesn’t mean we are training people anymore for the not-for-profit world than we are for Wall Street, if those are the two dichotomies,” Ferrari says. “If our people go to Catholic charities or General Electric — it matters not to us. We’re not trying to steer our education one way or the other way. What we are trying to do is, whether they are at Catholic charities or General Electric, that they are outstanding business people and they are outstanding citizens.”

‘OUR SECRET WEAPON WAS OUR FACULTY AND STAFF’

Before his unexpected departure from the school in 2011, founding Dean Yash Gupta was able to establish a core faculty that came to Carey believing strongly in its unique mission. “I got a very good vibe from the leadership of the school,” Federico Bandi, a finance professor who left the University of Chicago’s Booth School to teach at Carey, told Poets&Quants in 2010. “I had the impression that this would be an extremely dynamic place where things could get done quickly.” Four of the original 15 full-time faculty members were already tenure-track professors at other elite business schools. And when Ferrari arrived, the general mood of the faculty and staff was “upbeat,” he says, though some were “dispirited.”

Still, from the get-go Ferrari noticed the value-driven talent within the faculty. “Our secret weapon was our faculty and staff,” he says, noting the faculty couldn’t have been more supportive or cooperative during the transition. “They had a belief. They had a mission. And what I did was to leverage that spirit, maybe inform it with a bit more strategic thinking. Obviously, I was able to help build the organization very rapidly, so we’re at a scale that counts now.”

Ferrari also was able to tap into the expertise of then-interim dean and current faculty member Phillip Phan, who Ferrari says did a “fantastic job” keeping the “lights on” between Gupta’s departure and Ferrari’s arrival. Phan stayed in an executive vice dean role for two years and, Ferrari says, remains a “key player” in the school’s growth and accreditation.

 

MAKING B-SCHOOL LEMONADE WITH BUREAUCRATIC LEMONS

Of course, a massive accreditation process does not happen easily–especially when the accreditation is being done by an outside agency. “Whenever you have an outside entity judging you, it requires interactions that take your mind and energy,” Ferrari says. “I’m talking about logistical requirements,” he clarifies, before ticking off all the reports, tables, documents, and prepared entries he and the school had to submit. “All of those things take an enormous amount of time and focus,” he says, noting that the school was still able to grow rapidly while dealing with the accreditation process. “We were getting the bus inspected while we were driving it,” Ferrari laughs. “That’s what was going on here.”

For example, he says, meeting requirements for the “assurance of learning” category was an important hurdle to make before graduating too many classes. The category — which Ferrari says many other deans have described as “onerous” — is essentially a way to measure that a school’s curricular design is teaching students what the school says it wants to teach them, then testing the accuracy of the measurements. “It’s a virtuous circle,” Ferrari says. “It takes a lot of effort, and a lot of measurement. It takes a lot of resources to do it.” Also, faculty often consider the evaluation and measurements an intrusion. But the school used it as an important piece to getting things right early in their history.

Ferrari says the school hired “a lot of people” with content delivery expertise to coach professors. “We took something that is usually considered a pain in the neck and turned it around into something that’s quite important to us here,” he says.

In particular for Carey, he says, strict faculty-student ratio standards helped Carey stay “inbounds” while growing rapidly. “I felt that the AACSB has done us a great service by providing those standards in their process, because we had it aligned and geared with our strategic objectives and strategic accomplishments,” Ferrari says.

‘GREAT BUSINESS SCHOOLS ARE BUILT ONE FACULTY MEMBER AT A TIME’ 

Nonetheless, insists Ferrari, this is just the beginning. “We all recognize that all yesterday did for us was to tell us that we have successfully passed the one-mile pole in a 26-mile race,” Ferrari says. “This is not an end. This is, in fact, recognition by peers that we’ve done some things right. But we have a lot more to do and a lot further to go.”

On the horizon, he says, is continuing to hire top-notch faculty. “Great business schools are built one faculty member at a time. There’s no substitute for faculty excellence,” Ferrari says. “Nothing can be successful if we can’t do that. That’s first.”

Of course, the other side of the coin is making sure students continue to land successful jobs and build successful careers. So far, Ferrari says, he has been “enthused” by the experiences of recent graduates.

SIGNIFICANT TWO-YEAR GAINS IN EMPLOYMENT AND SALARIES

According to Carey’s most recent job report, about 86% of the graduating class of 2016 was employed three months after graduation, with an average salary of $91,667. Not surprisingly, given the parent university’s reputation in the field, 36% of the class took jobs in the broad category of “healthcare” — higher than any other industry. Technology was the second-most popular, with 16% of the graduating class going into the industry. Both average salary and graduates with jobs are significant improvements from the first graduating class of 2012, which saw 76% of the class secure jobs averaging $82,772 per annum. At 26%, healthcare was also the top industry in 2012.

“We have people who have built businesses in rooftop gardens. We’ve done things in guiding people to medical care in Third World countries. We’ve had a number of great experiences,” Ferrari says. “But the most important thing, I think, is how our students treat each other while they are here, how our faculty treats our students, how our staff treats both of those constituencies. It’s driving towards respect. It’s driving towards collaboration and integrity.”

And that’s no easy task, considering the school has students coming from 60 different countries with “very different cultures,” Ferrari says.

“Are we being successful? I think so, but we won’t know for a while.”

 

 

以上内容摘自:

http://poetsandquants.com/2017/02/17/johns-hopkins-carey-gains-aacsb-accreditation/ 

 

 

宁老师(Coach Ning)联系方式:

QQ906866938

微信:可通过qq号加宁老师微信

微信公众号:宁老师DIY留学咨询

SKYPEessay-ningchunlong

LinkedIn账号:http://cn.linkedin.com/pub/chunlong-ning/30/28/409

新浪微博:http://weibo.com/ningchunlong

网易博客:http://ningchunlong.blog.163.com/

腾讯博客:http://user.qzone.qq.com/906866938/2

宁老师(Coach NingDIY留学咨询服务说明与收费标准(2016-2017

http://ningchunlong.blog.163.com/blog/static/1153712692016461220967

http://mp.weixin.qq.com/s?__biz=MzA4MDU3MzYxOA==&mid=504022883&idx=1&sn=bb813d21e4565b2911bb7e6cdbc9a07d#rd

(注:上述两个服务说明的链接,若一个无法打开请点击另一个)

宁老师Coach Ning部分MBA或者Master咨询成功案例介绍

http://ningchunlong.blog.163.com/blog/#m=0&t=1&c=fks_087069080082082074081082086095085087084064083087084069093

 

 

DIY留学申请交流QQ群:

MBA申请DIY群:137254413

Master申请DIY群:162474877

MSF/MFE申请DIY 群:27769133

HRM申请DIY群:122368914

MKT申请DIY群:228695973

MSA/Macc申请DIY群:234137969

法律LL.M申请DIY群:110533381

英国及欧洲申请DIY群:209994593

HK申请DIY群:247226867

Canada申请DIY群:255130861

新加坡香港MSF申请DIY群:82449369

MBAMaster申请差别很大请正确选择要加入的群

  评论这张
 
阅读(9)| 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