Behavioral assumptions and management ability

The paper explores the consequences that relying on different behavioral assumptions in training managers may have on their future performance. We argue that training with an emphasis on the standard assumptions used in economics (rationality and self-interest) is good for technical posts but may also lead future managers to rely excessively on rational and explicit safeguarding, crowding out instinctive relational heuristics and signaling a “bad” human type to potential partners. In contrast, human assumptions used in management theories, because of their diverse, implicit and even contradictory nature, do not conflict with the innate set of cooperative tools and may provide a good training ground for such tools. We present tentative confirmatory evidence by examining how the weight given to behavioral assumptions in the core courses of the top 100 business schools influences the average salaries of their MBA graduates. Controlling for the self-selected average quality of their students and some other schools’ characteristics, average salaries are seen to be significantly greater for schools whose core MBA courses contain a higher proportion of management courses as opposed to courses based on economics or technical disciplines.Evolutionary psychology, economics, management, relational heuristics, rationality, self-interest.

Latin American perspectives to internationalize undergraduate information technology education

The computing education community expects modern curricular guidelines for information technology (IT) undergraduate degree programs by 2017. The authors of this work focus on eliciting and analyzing Latin American academic and industry perspectives on IT undergraduate education. The objective is to ensure that the IT curricular framework in the IT2017 report articulates the relationship between academic preparation and the work environment of IT graduates in light of current technological and educational trends in Latin America and elsewhere. Activities focus on soliciting and analyzing survey data collected from institutions and consortia in IT education and IT professional and educational societies in Latin America; these activities also include garnering the expertise of the authors. Findings show that IT degree programs are making progress in bridging the academic-industry gap, but more work remains

LSS, a problem solving skill for graduates and SMEs: Case Study of investigation in a UK Business School curriculum

Purpose - This research aims to investigate the feasibility of a systematic Lean Six Sigma (LSS) education through the curriculum of business schools to respond to the existing gap between the graduate’s expectation of employability and skill requirements by the Small and Medium Sized Enterprises (SMEs). Design/approach/methodology - One UK business school has been used as a case study to conduct an extensive module and programme review followed by a semi-structured interview with the potentially suitable core and programme-specific module leaders and also the comparative Analysis between content of these modules and the existing LSS high-street training themes. Findings – The result revealed a high potential of the existing modules in the business schools equivalent to the private sector training providers to increase the level of LSS problem solving knowledge and skill for all graduates and improve their employability and productivity for the SMEs. Practical implications/limitations – This research has been carried out in a single UK–based Business School through a qualitative approach. A further in-depth analysis in a broader scale is required to investigate the practical implications in a better way. Originality/Value – The result of this study highlights the role of LSS to reduce the knowledge and skill gap between the business schools as the source of the explicit knowledge, graduates as the knowledge and skill bearer, and SMEs as the knowledge and skill users

A gap in competencies or in capabilities?: the role of regional universities in developing scientific and technological skills in Campania

A gap in competencies or in capabilities?: the role of regional universities in developing scientific and technological skills in Campania The paper assesses the role of universities in resolving the STEM (Science, Technology, Engineering and Mathematics) skills gap in the Campania region of Southern Italy. The results are shown to hinge on a doubled supply/demand model, involving a first upstream stage (logically if not chronologically) of derived demands for and supplies of STEM-based skill development within universities, and a second downstream stage of the usage of these skills in industrial firms. The main objective of this work is to re-examine the role of conventional ‘knowledge capital’ arguments for the role of universities in development processes in catching-up regions of the EU – i.e. human capital and R&D capital, or what will be identified here as ‘competencies’ – as against what we refer to as ‘capabilities’ arguments, reflected here in better ways in which universities might adapt to the actual needs of industry for highly skilled workers and research outcomes. The results suggest that the STEM skills gap is not clearly a deficiency just in capabilities, but more so in the links between capabilities and competencies. Moreover, the STEM universities are trying to feed the interaction with industry, however it is still left mostly to the personal relationships of the professors or their administrative counterparts, e.g. head of the T&T office, and/or to placement. Key words: Derived demand and supply, STEM subjects, Mezzogiorno region, skills gap, competencies and capabilities.

LINKING MARKETING AND HUMAN RESOURCES RECRUITMENT TO OBTAIN ORGANIZATIONAL EFFICIENCY

In times of rapid change and technical change, in a complex and dynamic environment, organizations must strive for superiority, in order to survive and to serve the clients who want more quality and lower price. Corporate leaders and human resources strategists have to take up this challenge of changing work attitudes across the organization. This involves guiding, leading, enabling and motivating people. This article is looking at aligning marketing with recruitment efforts, to obtain organizational performance. Anticipating customers’ needs, the organization develop specific plans of recruitment, selection and retention of those candidates who satisfy these needs at the highest level. Only anticipating and retaining those “right people at the right time”, an organization may obtain success into a global, dynamic and changing environment.human resources recruitment, advertising, recruitment marketing, recruitment strategies, efficiency.

Multiple Pathways to Graduation: New Routes to High School Competition

Examines three approaches -- targeted population, district-wide, and linked learning -- to raising graduation rates, benefits, and challenges; what is required for implementation; and which approaches work well for different types of districts