Prospects and Challenges in the Deliverance of Executive Masters Degree Programmes
DOI:
https://doi.org/10.61538/huria.v18i0.10Abstract
In the recent decade Executive Masters degree programmes have become very popular deliverance in the Tanzanian higher learning institutions. Such shift of paradigm may have occurred due to public budgetary cuts, employment and socio economic conditions that do not favour full time courses attendance and recent higher learning marketing processes. Using The Open University of Tanzania as a case study, this article will focus on two programmes, namely; Executive Masters in Business Administration (EMBA) and Masters in Community Economic Development (MCED) to analyze its deliverance prospects and challenges. Data collection tools included questionnaire, interviews and documentary analysis. We are arguing that the Executive Master‟s Degree programmes can be made more effective by being more practical, learner-centered and adoption of blended learning approach. These changes in the provision of Executive Masters degree programmes may expand the impact of the higher learning institutions in the communities and labor marketsReferences
Argyris, C. and Schon D. (1974). Theory in practice: Increasing professional effectiveness. San Francisco: Jossey-Bass.
Baruch, Y. and Leeming, A. (2001), The added value of MBA studies – graduates‘ perceptions, Personnel Review Volume: 30 Issue: 5
Carrel, A.E. and Schoenbachler, D.D. (2001). Marketing Executive MBA Programmes: A Comparison of Student and Sponsoring Organization Decision Considerations, Journal of Marketing for Higher Education, Vol. 11(1), pp 21-38 Conger, J. and ,K (2000) Executive Education in the 21st Century Journal of Management Education February 2000 vol. 24 no. 1 73-101) Desanctis, G. and Sheppard, B. (n.d.) Bridging Distance, Time, and Culture in Executive MBA Education Garvin, D.(2007)Teaching Executives and Teaching MBAs: Reflections on the Case Method Academic Management Learning Education September 1, 2007 vol. 6 no. 3 364-374)
Gosling, J. and Mintzberg, H. (2003). The five minds of a manager. Harvard Business Review, 81 (11): 54– 64. Ishengoma, J. (2008) Financing Public Higher Education in Tanzania: Towards a New Model and Implications for Development and Retention of the Next Generation of Academics, Paper presented at the University Leaders‘ Forum: Next Generation of Academics, Accra, Ghana, November 22nd -25th 2008
Kolb D. (1984). Experiential learning: Experience as the source of learning and development. Englewood Cliffs, NJ: Prentice Hall. Lewis, J.(1992) Student Expectations On The Open Business School's MBA, Management Development Review Volume: 5 Issue: 2
Louw, L, Bosch, J, and Venter, D (2001) Graduates‘ perceptions of the quality of MBA programmes, Quality Assurance in Education Volume: 9 Issue: 1 Lockhart, J. (2013) "Executive Education: Can it Be Too Good?," Journal of Executive Education: Vol. 12: Issue 1, Article 5. Available at: http://digitalcommons.kennesaw.edu/jee/vol12/iss1/5 Accessed on 17/8/2013
Long, S. F. (2004) "Really … why do executives attend executive education programmes?", Journal of Management Development, Vol. 23 Issues: 8, pp.701 – 714 Newman, W.& Stoner, J.(1989) Better Vision for old dogs: Teaching experienced Managers: Proceedings of 1989 annual academic of Management meeting pp 132-138 OUT(2013), The open University of Tanzania Prospectus, office of the Deputy Vice Chancellor, open university of Tanzania, Dar es salaam, Tanzania. OUT(2013), The open University of Tanzania Prospectus, Office of the Deputy Vice Chancellor, Open University of Tanzania, Dar es salaam, Tanzania. OUT (2007), MBA programme specification, Faculty of Business Management, Office of the Deputy Vice Chancellor, Open University of Tanzania, Dar es salaam, Tanzania OUT (2009), MCED programme specification, Faculty of Arts and Social Sciences, Office of the Deputy Vice Chancellor, Open University of Tanzania, Dar es salaam, Tanzania Raelin, J. (2002). "I Don't Have Time to Think! (vs. The Art of Reflective Practice)," Reflections: The SoL Journal on Knowledge, Learning, and Change, 4(1): 66-79, 2002, and summarized in The Action Reflection Learning Newsletter, No. 30, February 2003. Roglio K.D., Light G., and Coelho C. (2006). The reflective executive: An architect and facilitator of new organizational structures. Paper presented at the annual meeting of the Academy of Management, Atlanta. Siebert, S. and Martin, G. (2013) Reputational challenges for business schools: a contextual perspective, Education and Training Volume: 55 Issue: 4/5 Tushman, M., O'Reilly, C. Fenollosa, A. Kleinbaum, A. and McGrath, D.( 2007)Relevance and Rigor: Executive Education as a Lever in Shaping Practice And Research Academic Management Learning Education September 1, 2007 Vol. 6 No. 3 345-362. Utley, N. (1992) MBAs: Degrees of Competence?, Executive Development Volume: 5 Issue: 4
