The Strategic Tool for Evaluating Educational Returns
Investigating the Value of Customised Executive Education with a Focus on Strategy Process Capability
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Product details:
- Edition number Softcover reprint of the original 1st ed. 2004
- Publisher Deutscher Universitätsverlag
- Date of Publication 29 November 2004
- Number of Volumes 1 pieces, Book
- ISBN 9783824482207
- Binding Paperback
- No. of pages334 pages
- Size 210x148 mm
- Weight 466 g
- Language English
- Illustrations XXIV, 334 p. 4 illus. Illustrations, black & white 0
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Long description:
"Management education is a booming business. More and more consultants are moving into this area, forcing business schools to defend their traditional territory. American schools are allying themselves with institutions in other parts of the world and setting up subsidiaries, joint ventures and strategic alliances to leverage their know-how. On the business side, the number of Corporate Universities -establishments dedicated to management developmen- is growing rapidly, even in Europe. In the ""battle to win talent"", companies want to show that they provide their top executives with the best chances of success. However, the picture is not all rosy. These days every expense has to prove its value added, and management education is no exception. But as this analysis shows, a more in-depth evaluation than the ""happy-sheet"" survey handed in at the end of a programme is difficult to compile. First one needs to ask the question, ""Who is the evaluation for, e. g. , the accounts department, HR, the participants or their superiors?"" Another tricky question is, ""Are you measuring HR indicators or programme learning goals?"" It is not at all clear that learning goals, even for customised programmes, are tied to companies' ""normal"" HR evaluation process (often in the form of a balanced scorecard) and the related incentive schemes (the reason for this would require a thesis on its own). Furthermore, as this analysis has revealed. The recent years have seen a proliferation of corporate universities in organisations around the world. Thereby executive education has become a strategic function for many corporations. Business schools and consultants have benefited from the growing demand for customised management development. With the growing investment in executive education companies today are asking for more substantial ways to evaluate the effects of management development programs.
Axel Müller-Hofvenschiöld presents a new evaluation approach for executive education. His Strategic Tool for Evaluating Educational Returns (STEER) combines ideas from controlling and psychology in order to measure the added-value of face-to-face business school programs to an organisation. The author compares the effects of customised executive education programs in the framework of a corporate university with open programs on the market. A special focus is laid on the ability of ""teaching strategy"" to executives.
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Table of Contents:
Detailed Contents.- 1 Introduction and Overview.- 1.1 The Research Context.- 1.2 The Research Objectives.- 1.3 The Research Assumptions and Hypotheses.- 1.4 The Research Structure.- 2 Theoretical Frame.- 2.1 Research Questions for the Theoretical Frame.- 2.2 On Executive Education: The Content Foundation of Our Research.- 2.3 On Evaluation: The Methodical Approach of the Research.- 2.4 Integration of Content and Method: The Research Frame.- 3 New Evaluation Approach.- 3.1 The Strategic Tool for Evaluating Educational Returns (STEER).- 3.2 Development of STEER.- 3.3 Description of STEER.- 3.4 Implementation of STEER.- 3.5 Expected Benefits of STEER.- 4 Application in the Field.- 4.1 Description of the Field of Research — The DaimlerChrysler Corporate University.- 4.2 Comparative Study — Customised vs. Non-Customised Executive Programmes.- 5 Results.- 5.1 Dimension One: Results of the Comparative Study.- 5.2 Dimension Two: Inferences on the Quality of the Tool.- 6 Limitations of the Research.- 6.1 Methodical Shortcomings.- 6.2 Applicability and Transferability of Results.- 7 Conclusions.- 7.1 Summary of Findings.- 7.2 Outlook and Suggestions for Further Research.- 8 Appendix.- 9 Bibliography.
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