MBA zone

1. Dartmouth

Dartmouth is a paradox. Located in beautiful, rural New Hampshire, it is an intimate community that explodes with energy and benefits from extraordinary connections and collaborations with thinkers, artists, and institutions nationally and internationally. We pride ourselves on our undergraduate education. It is one of the finest in the world. Study at Dartmouth inevitably draws undergraduates not only into rich contacts with faculty throughout the Arts and Sciences, but also with faculty at our outstanding professional schools – the Tuck School of Business, Thayer School of Engineering, Dartmouth Medical School – and graduate programs in the Arts and Sciences. We attract undergraduate and graduate students who are adventurous, creative, and drawn to independent study. Our faculty is renowned for their teaching and their scholarship. The openness and the availability of the faculty to the students are integral to the Dartmouth experience

2. Pennsylvania

The Commonwealth of Pennsylvania (en-us-Pennsylvania.ogg /ˌpɛnsɨlˈveɪnjə/ (help·info)), often colloquially referred to as PA (its postal abbreviation, which supersedes the archaic Penn., Penna., and Pa. as common abbreviations) by natives and Northeasterners, is a state located in the Northeastern and Middle Atlantic regions of the United States. The state borders Delaware and Maryland to the south, West Virginia to the southwest, Ohio to the west, New York and a water border with Ontario to the north, and New Jersey to the east. The state’s four most populous cities are, respectively, Philadelphia, Pittsburgh, Allentown and Erie. The state capital is Harrisburg.

3. Chicago

We are the University of Chicago Booth School of Business. Since 1898, we have produced ideas and leaders that shape the world of business. Our rigorous, discipline-based approach to business education transforms our students into confident, effective, respected business leaders prepared to face the toughest challenges.

We are proud to claim:

* an unmatched faculty
* degree and open enrollment programs offered on three continents
* a global body of nearly 42,000 accomplished alumni
* strong and growing corporate relationships that provide a wealth of lifelong career opportunities.

As part of the world-renowned University of Chicago, we share the university’s core values that shape our distinctive intellectual culture. At Chicago Booth, we constantly question and test ideas, and seek proof. This extraordinarily effective approach to business leads to new ideas and innovative solutions. Six of our faculty members have won Nobel Prizes for these ideas – a record no other business school has matched.

This same culture transforms our graduates into business thinkers superbly equipped to analyze and solve the greatest business challenges. That’s how:

* James Kilts, ’74, turned around lagging brands like Nabisco, Oscar Mayer, Kraft, and Gillette.
* Jerry W. Levin, ’68, brought Coleman/American Products out of bankruptcy months earlier than scheduled.
* Joseph Neubauer, ’65, CEO of Aramark, was recognized by Business Week for achieving a strong bottom line while adhering to high ethical standards.
* Judson Green, ’76, CEO of NAVTEQ, successfully took the company beyond its core navigation business and transformed it into a leading supplier of digital mapping systems.

This is just a tiny sample. Browse our site, and learn more about what Chicago Booth has to offer.

4. Columbia

Welcome to Columbia Business School’s Web site, featuring our blog, Public Offering. I hope you enjoy your visit as you read about the academic programs and community that make Columbia Business School one of the world’s foremost business management institutions.

You will discover a lot that’s new at the School. Columbia CaseWorks, our innovative approach to the case method, presents students with incomplete data and challenges them to make decisions out of uncertainty. Master Classes, co-led by faculty and business practitioners, tackle real-world issues. The Program on Social Intelligence (PSI) imparts interpersonal skills across disciplines. A revamped core curriculum offers first-year MBAs an extra elective geared toward their career interests.

5. Yale

The Yale School of Management has always been known for its innovative approach to management education. In our new integrated curriculum, we continued that innovation. One focus of the curriculum is the use of team-taught classes, in which perspectives from multiple disciplines are used to better understand complex current management challenges.

Yale SOM teaches the fundamental tools of management: how to run regressions, how to think about supply and demand, and how to do a net present value analysis, for example. But students are able to apply what they’ve learned much more effectively because they learn these tools in the context of rich, real world problems. When we get context right in the classroom, it is motivating and impassioning for the students.

I have led the Integrated Leadership Perspective, which is a first-year component of SOM’s integrated MBA curriculum, since its inception. In one session of the course this past spring, we examined the problems associated with toys manufactured in China that were found to have unsafe levels of lead in them. Here in the United States, we focus on the health risks to children who play with these toys, and that is obviously a very important issue. But we know that this problem also represents an important economic challenge for China. China’s growth has been export driven, and these problems with quality control have powerful implications for their ability to sustain that growth.

I team-taught this particular class session with three other professors. Peter Schott, an economist who specializes in trade, talked about the broader context and the important role China plays as a trade partner to the United States. Then Art Swersey, one of our operations research professors, drilled down into the operations and supply chain issues, looking at how toys are actually produced and the cost advantage to manufacturing in China. Connie Bagley, who’s a lawyer, talked about the legal and regulatory environment. I discussed the strategies that Mattel and Hasbro employed as the extent of the lead contamination became known.

In addition to the perspectives presented by the faculty, students who had experience in the Chinese government or in Chinese commerce spoke in the class, describing the challenges that China faces.

The student input was, in some ways, the most exciting aspect of the class. When we teach these real-world cases, the material matters a great deal to students who have dealt with similar problems in their careers before business school. If you’ve chosen the right cases, and you teach them in an open enough way, you can create real passion and engagement on the part of the students.

In the collaborative team approach we take to teaching these cases, we are also modeling how people with different views can respectfully and effectively move toward the solution of a problem. That is a valuable skill in many businesses, especially those that depend on human capital and relationship capital. We know the solutions to these complex problems can best be achieved when you bring together people who know about finance, who know about macroeconomics, who know about leadership, who know about politics, and who know about organizations. We need leaders who are not just pursuing narrow, specialized interests, but rather engaging with each other to find solutions. We expect Yale SOM graduates, as they rise in the world, to fulfill that role.

The next 5 are coming:

6. Stanford
7. Harvard
8. Virginia
9. Cornell
10. Northwestern