The new trends in business management and strategies are varied due to the global situation. The Academic Institute, as part of the HR maker, to support the markets will also have to transfer the traditional trends and practices to the current management style.
LITERATURE REVIEW
- The Change of MBA
- Benchmark
- Competencies for future managers
- The Renovation of MBA Program
- Conclusion
2011) who mentioned that in the future, the curriculum of MBA programs tends to become much more complex than today. From the journal "The Future of Business Schools" written by Hawawini G. 2005), this journal mentioned the challenge and opportunities for business schools.
RESEARCH METHODOLOGY
Data Collection Methods
Sample Selection
There will be curricula of 5 business schools (see in the appendices) that will be offered to each respondent before having an interview and each respondent will be left to choose which one to collect according to the lists of open questions presented like below. The name of each business school will be withheld to avoid any personal bias towards those business schools.
FINDING (DATA ANALYSIS)
- Analyze from question “In your opinion, what is the principle role(s) of managers in Thailand?”
- Analyze from question “In your opinion, which courses in MBA significantly could make a success - achievement (impact) of being a
- Class Practice/ Activity
- MBA Courses
- Analyze from question “According to provided five MBA Curricula, which one is the most interesting? And why?”
- Analyze the most interesting curricula
- Analyze the score from given reasons
- Analyze from question “For the other curricula, why are they less interesting?”
- Analyze the reasoning from Table 4.4 by each curriculum Curriculum A
- Analyze the similar reasoning of less interesting curricula from respondents
- Analyze from question “In your opinion, which core course(s) in MBA curriculum need to be added or eliminated in order to response to
- Analyze core courses to be added
- Analyze core courses to be eliminated
The table shows the main roles of managers in Thailand mentioned by each respondent. Both MBA students and Human Resource Managers have mentioned about MBA courses that can make a continuation to be future managers in Thailand. From table 4.3, it is not only the result of the most interesting curriculum that can be seen, but also the announcement of the results given by the respondents are objects that concern significantly.
An important reason for not selecting Curriculum A is 'too general', given by three respondents, including two MBA students and a Human Resource Manager, while 'too variety, too specific in each major, less choice in major subject selection, similar to others '. and Too Broad' are given. The observable reason is 'Too much focus on the Chinese market', given by both MBA students and Human Resource Managers. Clearly seen in Table 4.4, as a result of the previous analysis of 4.3.1 – Curriculum C was chosen by most respondents.
Thus, in this analysis of question no. 4, set for a curriculum of less interest, Curriculum C earned only two comments “Too general and too conservative” from one HR manager. Four respondents (especially for all three HR managers) have similar ideas about being "too general" for this curriculum, while "too much blackboard and general concept" follows with an equal scoring weight of two. Respondents gave the observed justification "Too committee and too general (all Humana resource managers with one MBA student)".
Another other reason out of all curricula is 'To focus on science approach', of this curriculum E. given by two MBA student respondents. In the results in Table 4.5 and Figure 4.3, 'Too general, less choice of larger selection, too broad' is given to four curricula, and 'Comparable with others and general concept' is shown twice.
CONCLUSION AND RECOMMENDATIONS
- Conclusion
- Limitation
- Further Research
- Recommendations
On the opposite side of giving reasons about less interested in five given MBA curricula, similarities between giving negative reasons 'Too common, less choice of major selection, too advice' are main reasons not to choose those curricula. According to the previous paragraph, since Curriculum C is the best choice of selection, therefore comes to this statement of not selecting, Curriculum C received less complaints while Curriculum A and D were still received with high complaints, just like Curriculum E which was too specifically on Chinese market. To come to the last conclusion about MM/MBA curriculum improvement to succeed to be future manager in Thailand, appreciation of 'Digital Marketing, Decision Making and Leaderships' is well required by respondents to be added to the MBA core curricula. develop good skills and practices to future manager in Thailand.
At the same time, traditional core MBA courses in the curricula such as "Human Resource Management, Collaborative Communications, General Management and Intercultural Management" should be eliminated or replaced. The number of respondents affected by the result of this research was ten respondents, among which seven people are masters in business administration and only three are HR managers. In accordance with the conclusions for the preparation of an appropriate MM/MBA curriculum for future managers in Thailand, it is derived from this thematic document.
As well as modern courses like Digital Marketing and E-Business Management should be included to be a core course. While the traditional course such as 'Human Resource Management, Collaborative Communications, General Management and Intercultural Management' may need to be reconsidered or modified in order to adapt to the current situation of globalization. To create a good MM/MBA curriculum for future managers in Thailand, a variety of course curriculum should be taken into consideration and should be equipped with the necessary market.
APPENDICES
APPENDIX A: Curriculum A
College of Management, Mahidol University
Boosting the careers of our students, providing companies with talented young managers and leaders, helping the country to compete internationally and serving society are the foundation of the program. Management information systems Asian economy in global context Financial planning and control Strategic marketing management. Students spend a semester completing 4 specialization courses at one of CMMU's partner universities abroad, including universities in France, the United Kingdom, the United States, Australia and New Zealand.
Throughout the program, the courses provide an understanding of the whole picture of the health care systems. Organizations require managers with the knowledge and skills to exploit the resources of the enterprise for maximum business benefit. CMMU's Master of Leadership and Human Resource Management (LHR) is the first international master's degree program in people management offered in Thailand.
Strategic Human Resource Management Reward and Performance Management Organization Structure and Design Corporate Strategy and Performance Measurement. The Master of Management in Corporate Finance (MMCF) responds to the opportunities and challenges of the complex world of finance in a new era of globalization. The changing global context of the 21st century requires higher levels of expertise for corporate finance managers in Thailand and the Asia-Pacific Region.
APPENDIX B: Curriculum B
China Europe International Business School
The aim of this course is to understand the role and responsibilities of China in the global environment from a political, economic, social and cultural perspective. This course provides a thorough foundation in the use of statistics and other quantitative methods for management decision making. This course covers a number of the techniques and methodologies used in the design, development, analysis and management of operations, as well as the central concepts of capacity, standards, inventory, scheduling and control.
This financial accounting course covers some of the most basic and essential material in the business school curriculum. The knowledge you gain in this course will enable you to appreciate the role that financial accounting information plays in the economic system, to understand the principle and process of accruals. This course emphasizes the use of cost information for a business for managerial decision making, internal planning and control, and performance evaluation.
This course provides students with a framework for thinking about how a firm should make investment and financing decisions to create value for it. This course provides a framework for analyzing issues related to managing people in the workplace, as well as concepts for analyzing how managerial approaches may differ in different organizational and industry settings. The concepts covered in this course will help students better understand how to motivate and lead those you manage, as well as better understand your own motivation and performance at work.
APPENDIX C: Curriculum C
Harvard Business School
The Entrepreneurship Management Unit strives to raise the level of academic work in the field of entrepreneurship, in methodological rigor, conceptual depth and managerial applicability. Starting from the perspective of the individual, we will put ourselves in the shoes of decision makers, ranging from technology entrepreneurs to venture capitalists, from real estate developers to inventors. Integrated financial decisions, especially in case of conflict of interest and different legal/regulatory rules.
The General Management Unit is concerned with the leadership and management of the enterprise as a whole. The objectives of this course are to demonstrate the role of marketing in the company; to explore the relationship of marketing with other functions; and to show how effective marketing builds on a thorough understanding of buyer behavior to create value for customers. Control the elements of the marketing mix—product policy, distribution channels, communications, and pricing—to profitably satisfy customer needs.
The course culminates in an overview of the development of marketing, with particular emphasis on the opportunities offered by the Internet. In addition, the members of the group share a constant interest in the micro foundations of these phenomena. How to create superior customer value by designing the optimal configuration of product mix and functional activities.
APPENDIX D: Curriculum D
London Business School
Develop an understanding of the financial reporting process, with a particular emphasis on how financial statements are put together. Topics cover managerial statistics including error distribution and handling, modeling systems for financial and operational issues, decision making, product mixes, and capacity analysis. Discuss many of the key financial decisions that corporate managers make, both within the firm and in their interactions with investors.
Essential in this decision-making is the process of valuation, an important emphasis of the course. Gain a holistic view of the key aspects of corporate culture: change management, working with diverse cohorts, group and individual dynamics, conflict, influence and negotiation. Learn to use analytical frameworks and concepts to assess the current and future prospects of a business by examining a range of internal and external factors.
Broaden and deepen your understanding of the business world with electives – the highlight of the program. You bring an idea and our faculty (and other students) help you develop, test and test the concept. Many of our professors are experienced entrepreneurs themselves and attract other successful entrepreneurs to their lectures.
APPENDIX E: Curriculum E
National University of Singapore
