An International Comparison of Management's Use of Quantitative Techniques, and the Implications for MBA Teaching

Abstract

In order to assess the extent to which managers use a range of statistical techniques, an identical survey was undertaken among over 1200 MBA graduates in the United Kingdom, South Africa, and New Zealand. The managers in all three countries held similar perceptions about both the benefits and hindrances of applying the particular quantitative techniques mentioned, and these are detailed in the paper. Although the overall awareness of basic techniques was disappointingly low, the research indicates that most managers saw a positive role for quantitative techniques in their work. Clear implications for the design and teaching of the quantitative component in MBA courses can be drawn from the study.

“Pushed Beyond My Comfort Zone:” MBA Student Experiences of Conducting Qualitative Research

“…However, there appears to be little discussion or debate about the content or delivery of these areas in the management syllabus and as Bedeian (2014: 122) within the management discipline is hard to estimate". This is surprising given the significance of research methods training to the development of Faculty and doctoral students (Coronel Llamas and Boza, 2011); the recognition of the generic uses and value of such training by managers once graduated (Naudé, Band, Stray and Wegner, 1997); and the calls for more scientific methods education for managers that accompany the advocacy of evidence-based management (Graen, 2009).…”

Teaching Operations Planning at the Undergraduate Level

“…This argument is similar to Naudé, Band, Stray, and Wegner (1997) who highlight the dilemma of designing curriculum on the basis of what the students want (power) versus what the students ought to know (responsibility). In their survey, Naudé et al (1997) show that the quantitative awareness of MBA students is low, and this despite students accepting that mastering quantitative analysis is important. • • Evolution away from manufacturing operations and toward service operations.…”

Effects of Cost on the Quality of MBA Programmes in Ugandan Universities

“…There is a preponderant number of publications about the MBA programme. The writings focus most on the MBA in the contexts of Europe, Australia, the USA and Asia (Arbaugh, 2000;Blair, 1998;Brown, 2000;Fox, 2008;Kaiza, 2001;Kleiman and Kass, 2007;Mattis , 2008;Harris et al;Cohen and Miaoulis, 1978;Sinclair, 1997;Golen, 1989;Deconink and Steiner, 1999;Castleberry, 2007;Thursfield, 2008;Maxwell, 1986;Miller et al, 2007;Thompson, 2002;Bowman, 2007;Duncan, 1986;Elkin, 1991;Viljoen et al, 1990;Sims, et al, 1994;Dacko, 2001;Tonn and Milledge 2002;Simpson et al, 2005;Gabriel, 2005;Naude et al, 1997;Hay and Hodgkinson, 2008;Polvnick, 1979). Although these studies are very good in articulating the theories that underpin the MBA, they do not address Ugandan setting, hence leaving a gap that the current study seeks to fill.…”