Why Mba?

Traditionally, having an MBA meant that you were one of an exclusive group of highly selected students who had survived a rigorous academic programme, with a strong emphasis on quantitative and analytical skills. While you might have little or no organisational experience, you were confident in your ability to solve problems, and expected a correspondingly high salary on appointment.

It is clear from the numbers above that an MBA is no longer a mark of exclusivity. But paradoxically the massive expansion in MBA provision has, in many ways, made the qualification more attractive to employers. This is because of a shift in emphasis in MBA content, and a major change in those studying for the qualification. Both changes were pioneered primarily in the UK, where the typical student is now in their late twenties or thirties, has considerable management experience, and is more likely to be studying while working (via part-time, executive or distance learning programmes) rather than incurring the opportunity costs of full-time study. In fact, many managers are now studying UK MBA programmes from around the globe, without detriment to the quality of their student experience or the value of the qualification.

Employers no longer see MBA as standing for arrogance, ignorance of the real world and high salary demands (twenty years ago, this was a common view in Europe outside of the traditional blue-chip employers of MBAs). Instead, they see the qualification, allied to relevant experience and proven organisational achievements, as indicating flexibility, the ability to welcome rather than resist change, creativity, self-motivation, personal effectiveness, and a range of other qualities needed in the fluid organisational environments to which they are currently recruiting.

This means that one major benefit for the MBA graduate is that if they are applying for a new job, their attractiveness in terms of existing strengths and experience will be considerably enhanced by the possession of the qualification. Note, though, that this basis will normally be important. An MBA without other attributes will today have a restricted appeal; only the 'top' schools tend to have consultancies and employers queueing up to employ their graduates, and even then relevant work experience will normally be expected.

So much for one of the historic benefits. The other benefits of traditional MBAs have perhaps been less affected by time. The confidence of knowing that you are as familiar with concepts as those trying to 'blind you with jargon' is as valid as ever, as is the ability to be constructively critical of consultants or others purveying 'solutions' to management problems. It is still important to be able to use management tools and techniques - from a basic spreadsheet to a sophisticated knowledge management tool - to communicate clearly, whether in writing or when making presentations, and to analyse a problem thoroughly before suggesting a solution. Understanding the basic functions in an organisation and the main features in the environment that impact upon it is still vital for effective strategic management. Exposure to the latest thinking in management will always be an asset.

But added to these, an MBA today is likely to give you a range of 'softer' skills and understanding. You are likely to develop your