ExecutiveEducation

August 4, 2014 • An Advertising Supplement to the Los Angeles Business Journal

This special advertising supplement did not involve the reporting or editing staff of the Los Angeles Business Journal.

By DR. EDWARD HSIEH

THINKING about earning a graduate degree inbusiness to further your career goals? In thelast decade MBA programs have expanded

in both the quantity of programs on the marketand in their content delivery options. TraditionalMBA programs, whether they are full-time, part-time, accelerated or online are designed for stu-dents with a fairly broad range of experiences.

While traditional MBA programs continue toshow robust growth in recent years, ExecutiveMBA (EMBA) programs have grown even fasterworld-wide. EMBA programs are designed tomeet the needs of a specific group – managers,business owners and executives who need tocomplete a program in two years or less whilecontinuing to work full-time. Whether youshould pursue an EMBA or MBA depends onmany factors including when you can attend,what you want to accomplish with the degree,and where you are in your career. What follows isa brief overview of how EMBA programs differfrom traditional MBA programs and factors toconsider when looking for the program that’sright for you.

Since the EMBA is designed for managers andexecutives who will complete the coursework whilefully employed, programs tend to be offered inweekends or over a one full day or two a week.Students are grouped in cohorts taking all classes inthe program together. Through the cohort experi-ence, they often develop strong bonds and profes-sional connections with their fellow students.

Courses are usually taught by senior facultymembers with business experience themselves.The programs often include applied learning tech-niques, focus on developing teamwork and leader-ship skills, and have a global emphasis or mindset.The programs are intensive, requiring the focusand commitment of both students and faculty.Students are often asked to work together in prob-lem solving for cases and other assignments.

Many EMBA programs require applicants tohave several years of management or leadershipexperience, prior to being accepted. The averageEMBA student is in the mid-stage of their careerwith an average 8 years of work experience, versus4 years for the average traditional MBA student.

Application requirements may differ for theEMBA program. Schools desiring students withprevious career experience may require at least 6.5years of experience and often require evidence ofmanagement or leadership experience. If a GMATscore isn’t required they will need evidence of abil-ity to handle graduate level coursework. Some pro-

grams require submission of a resume, letter of rec-ommendation or letter of acknowledgement fromyour employer to acknowledge that they are awareof your time commitment to the program.

EMBA programs can be more expensive than atraditional MBA. However, depending on thestructure of the program, they may include extrasdesigned to help the busy executive manage workand the program. Some schools assist with regis-tration, or include books and materials in the cost.Weekend or team-intensive programs may includemeals or lodging if sessions are held off-site. Someprograms include an international trip, which maybe part of the total cost.

See if your company will cover the cost of thedegree. Many employers include the cost of anEMBA in their benefits package for executives, orwill fully or partially reimburse the cost of anEMBA program. In fact, 24% of participantsreceive full tuition payment from their employersand another 35% receive partial payment. Theyshould. These programs take experienced, valuedemployees and prepare them for additional

responsibility within the company. If you choose to pursue an EMBA look for a

program that offers proximity, quality, support,and value. Given the time commitment most stu-dents select a program that is near their home andwork. The best programs are accredited by anorganization like the AACSB which ensures theprogram’s quality. The program should have astrong alumni or support network. If you are pay-ing the tuition, value for the cost will be a factor.The Executive MBA Council, at ExecutiveMBA.org,has additional resources to help you select theright program.

Your success also will be dependent on yourability to maintain a work-life balance. Talk toyour family and employer about the time commit-ment and be realistic about how your obligationswill be accommodated, even if it’s only for a yearor two. Most of all, jump in with both feet andenjoy this unique opportunity.

Dr. Edward Hsieh is Associate Dean, College ofBusiness and Economics, at Cal State Los Angeles.

Is an Executive MBA Right for You?

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22 AN ADVERTISING SUPPLEMENT TO THE LOS ANGELES BUSINESS JOURNAL AUGUST 4, 2014

TODAY’S leaders need someone intheir professional circle who lis-tens, has positive assumptions

about their intentions, and is a con-stant reminder of their ability toachieve their highest career aspirations.Executive Coaches are trusted andobjective sounding boards for a busi-ness leader’s most sensitive or challeng-ing work situation.

Since the 1980’s the field of execu-tive coaching has exploded in populari-ty. Once believed to be a status symbolfor elite leaders, “I’ll need to consult withmy executive coach before I make a finaldecision.” Today leaders at all levels arerealizing the benefits of having a dedi-cated coach to enhance their insights,strategic thinking and problem-solvingcapabilities. Executive Coaches helpbusiness leaders improve communica-tion skills, leadership abilities, andoverall effectiveness. Many forwardthinking organizations offer executivecoaching as a component of leadershipdevelopment. Leaders work withcoaches to improve learning and appli-cation of new leadership practicesthrough focused skill-building. Intoday’s leadership circles, executives aretouting the benefits of having a coachand the impact on their careers.

Typically, the majority of coachingclients are already performing well intheir particular role. This runs counterto the notion that executive coachesare brought in only to work with under-

performers and are tasked with “fixingthem,” which is an outdated view.

The higher up you go in a company,the less available and reliable the feed-back. Executives consistently complainabout people only telling them what theythink they want to hear versus the truthabout situations and their leadershipstyle. Executive coaches can utilize vari-ous assessments (e.g. interviews, 360degree surveys, leadership instruments,etc.) to obtain valuable information thatallow leaders to understand their currentperformance, strengths, opportunities forgrowth, and ways to measure progress.

Even top performers benefit fromhaving someone in their corner provid-ing honest feedback and holding themaccountable for following through ontheir commitments to themselves, theirteam, and their organization. If youthink of the most celebrated worldleaders, scholars, entertainers, athletes,and CEOs, they all have something incommon…someone providing valuablefeedback and encouraging them to taketheir performance to the next level.

Some of the many benefits of hav-ing an executive coach include improv-ing focus, awareness of how others

view you, utilization of strengths, timemanagement, influence and politicalsavvy, career options, confidence, com-mitment, executive presence, and over-all effectiveness. In addition, the organ-ization stands to gain from a leaderwith enhanced leadership capabilities,who is more engaged and has strongerworking relationships. As a result, thereis greater retention, more innovation,and improved business outcomes andcompetitive advantage.

The quality of the coaching out-come relies largely on the backgroundof the executive coach, specifically,their experience and training. Despitegood intentions and a friendly person-ality, executive coaches should be ade-quately trained in proper techniques,processes, tools, and evaluation.

Phillips Graduate Institute is offering a 5month Executive Coach CertificationProgram that starts in October 2014 (requir-ing one Friday and Saturday commitmenteach month). This program is anInternational Coach Federation (ICF)approved certification taught by their highestranking member of the organization, theChair of the ICF Global Board. If you areinterested in this unique opportunity (there islimited availability), contact Dr. DeniseWolfe at dwolfe@pgi.edu to receive moredetails about the program and how you (oryour employees) can gain the requisiteknowledge and skills to become a highlyeffective executive coach.

Executive Coaching: Yesterday's Luxury, Today's Necessity

EXECUTIVE EDUCATION

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AUGUST 4, 2014 AN ADVERTISING SUPPLEMENT TO THE LOS ANGELES BUSINESS JOURNAL 23

CONGRATULATIONSWOODBURY UNIVERSITY SCHOOL of BUSINESS

THE BOARD OF ADVISORS EXTENDS ITS SINCERE CONGRATULATIONS TODEAN ANDRE VAN NIEKERK, THE FACULTY, STAFF AND STUDENTS FOR EARNING

THE AACSB INTERNATIONAL ACCREDITATION!

Woodbury University was founded in 1884 to respond to the emerging needs of a thriving business communityin Los Angeles. Meeting the business education needs of today’s diverse economy, Woodbury University’s School of Business

offers an undergraduate Bachelors in Business Administration (BBA) and the Masters in Business Administration (MBA).Mentorship is a key differentiating factor of the School of Business, along with the four pillars upon which a

Woodbury University education rests: Entrepreneurship, Design Thinking, Civic Engagement and Transdisciplinarity.

GEORGE ABAChief Financial OfficerThe Outdoor Recreation Group

ROBERT H. BAKERPresident, Bob Baker Enterprises, Inc.& Bob Baker Auto Group

JASON BENDERPresidentIn Focus Advertising

KIP DELLINGER, CPACooper Moss Resnick Klein & Co. LLP

NICHOLAS HACOPIANPresidentGlen West Management & Realty

JOHN C. HUMPHREYSenior Vice PresidentGlobal Automotive PracticeJ.D. Power

AFSHIN KATEBChief Financial OfficerNazarian Enterprises and Nimes Capital

JOHN M. KRAMBEERCEO & FounderCamden Capital Management, LLC

GREG LIPPE, CPAAdvisory Board ChairmanGregory N. Lippe Accountancy Corporation

RICK LOMBARDOGeneral Manager, Hispanic ProductsUnified Grocers

TIMOTHY K. MCCARTHYExecutive Vice PresidentThe Whittier Trust Company

MARIA MEHRANIANManaging Partner/CFOCordoba Corporation

WALTER MOSHER, Ph.D.Founder of Precision Dynamics Corporation

THOMAS W. OLIVER, Ed.D.

TRACY RAFTERCEO, BizFedLos Angeles County Business Federation

SUNDER RAMANIPresident, Penta Resources, Inc.

WILLIAM SANCHEZVice President Tax ManagementCity National Bank

ERNIE SCHAEFFERRetired, Schaeffer Magnetics

NEIL SHERMANCEO, Industrial Metal Supply Company

JANE A. SKEETERFounder/CEOULTRAGLAS, Inc.

PATRICIA JONES WINOGRAD, Esq.Glaser Weil LLP

ARTHUR ZENIANCEO and FounderenBio, Corp.

AACSB accreditation is the hallmark of excellence in business education earnedby less than 5% of Business Schools worldwide. The AACSB accreditationdesignation signifies a high-quality teaching environment, innovativeprogramming and active engagement within the industry.

woodbury.edu/school-of-business

SCHOOL OF BUSINESS BOARD OF ADVISORS

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24 AN ADVERTISING SUPPLEMENT TO THE LOS ANGELES BUSINESS JOURNAL AUGUST 4, 2014

AACSB International (TheAssociation to AdvanceCollegiate Schools of Business),

founded in 1916, is an association ofmore than 1,350 educational institu-tions, businesses, and other organiza-tions in 84 countries and territories.AACSB’s mission is to advance qualitymanagement education worldwidethrough accreditation, thought leader-ship, and value-added services.

As the premier accreditation bodyfor institutions offering undergraduate,master’s, and doctorate degrees in busi-ness and accounting, the associationalso conducts a wide array of confer-ences and seminar programs at loca-tions around the world.

Here’s a Q&A with the AACSB that digsa little deeper into the many roles theorganization plays and just how meaning-ful their accreditation program is.

Q: What is unique about AACSBInternational’s accreditation?

A: While most institutions of higherlearning are accredited by a national orgovernmental degree-granting authori-ty or agency, not all business schoolshave earned accreditation from AACSBInternational. In the field of business,AACSB is the largest and the longeststanding specialized accrediting agencyfor business and accounting programsin the world. Earning AACSB accredita-tion is a voluntary process requiringsignificant commitment, self-assess-

ment, peer review and dedication froma schools administration and, it doesn’tend there. Every five years, schoolsmust pass a rigorous peer review inorder to maintain their accreditation.

Q: How does AACSB accreditationensure the production of top-qualitygraduates?

A: AACSB-accredited schools must:maintain a sufficient level of doctorallyqualified faculty; demonstrate that allfaculty are qualified and current in theirfields of teaching; maintain a curricu-lum that provides high-caliber teachingof current and relevant business con-tent; measure learning outcomes; culti-vate meaningful interactions betweenstudents and faculty; and continuouslystrive for improvement.

Graduates from an AACSB-accredit-ed institution come from business pro-grams where the content and qualityhave been rigorously evaluated by ateam of reviewers from peer institu-tions. This process determines that pro-grams at AACSB-accredited schools arecurrent and provide relevant knowl-edge and practices—resulting in gradu-ates who are prepared for today’s globalbusiness environment.

Q: Who are some of the schoolsaccredited by AACSB?

A: Some of the worlds best knownbusiness schools, including TheLondon Business School, INSEAD,

University of Pennsylvania, HarvardUniversity, Yale University, ColumbiaUniversity, EDHEC Business School,

Warwick Business School, andUniversity of Toronto are among themore than 596 business schools in over37 countries accredited by AACSB.

Q: What is the most importantaspect of AACSB accreditation?

A: Continuous improvement anddedication to excellence. Schools thathave achieved AACSB accreditation arerequired to evaluate their own perform-ance, measure their effectiveness, andfind ways to make improvements. Acommitment to continuous improve-ment and excellence is AACSB’s accred-itation hallmark.

Q: If I need data on trends in man-agement education, where do I go?

A: Stay on top of the most recenttrends and statistics in business educa-tion, review best practices of the worldstop business schools, and so muchmore with AACSB. From fact sheets orsalary statistics, to benchmarking dataor survey results, AACSB Internationalcontinually gathers and publishes itsfindings through the “Detailed Reports”section of the website while managing“DataDirect,” the largest repository ofbusiness school data in the world.

Q: Do you offer periodicals forthose in the field of managementeducation?

A: As an international advocate ofquality management education, AACSBInternational continually publishes avariety of media to connect and informthe world of business schools. Readabout the latest news or trends fromtop educators and business leadersthrough “BizEd,” our award winningmanagement education magazine, orget association news, surveys and datareports, columns from b-school deans,and conference and seminar informa-tion electronically delivered to you viaour eNEWSLINE service.

Q: Do you provide bench markingreports or best practices for manage-ment educators?

A: AACSB International is well-known as a thought leader in business

A Q&A With AACSB International

EXECUTIVE EDUCATION

Find theLeaderwithin you

with a Psy.D. inOrganizational

Management and Consulting

Leading an organization and helping teams achieve lofty goals isboth challenging and rewarding. Let Phillips help elevate your careerwith its doctoral program in Organizational Management andConsulting. Our curriculum combines academic instruction, hands-onpractice, and professional development in an intensive programdesigned expressly for working professionals.

Attend our upcoming Information Session to learn more:

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If you are seeking anintensive learning

experience or a deeperunderstanding of a

particular topic or issue,be sure to explore thelearning opportunities

available throughAACSB Seminars.

Continued on page 26

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AUGUST 4, 2014 AN ADVERTISING SUPPLEMENT TO THE LOS ANGELES BUSINESS JOURNAL 25

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26 AN ADVERTISING SUPPLEMENT TO THE LOS ANGELES BUSINESS JOURNAL AUGUST 4, 2014

EXECUTIVE EDUCATION

education. By publishing variousreports and maintaining comprehen-sive resource centers throughout theyear, the organization stays informedon issues important to its members.Additionally, AACSB assembles taskforces as needed to research and reporton emerging topics.

Q: Do you provide data or statis-tics on business schools?

A: To search for general informationon business schools, AACSB offers anonline School Profile Search functionthrough DataDirect—the most compre-hensive business education database inthe world. Through this database, stu-dents, members of the media, andadministrators can search on criteriasuch as basic institution characteristics,degrees/programs, mission, etc. In addi-tion, AACSB members can upgradetheir level of access and reportingmeasures to DataDirect through anannual subscription. This upgradedsubscription provides users with theadvanced capability of building customcomparisons and ad hoc reports, evalu-ating schools from around the worldon detailed search criteria.

Potential students who wish tosearch only among AACSB-accreditedschools, can also visitBestBizScools.com to locate a businessschool that is right for them.

Q: When did AACSB move itsheadquarters?

A: Previously, AACSB Internationalwas headquartered in St. Louis,Missouri, USA (1966-2004). After muchconsideration, AACSB Internationalrelocated its organizational headquar-ters to Tampa, Florida, USA in late2004. The move was viewed as a con-tinuing step in achieving the organiza-tional mission of advancing excellencein business schools worldwide.

Q: How old is AACSBInternational and how many mem-bers does it have?

A: Organized in 1916, as the premieraccrediting agency for bachelor’s, mas-ter’s and doctoral degree programs inbusiness administration and account-ing. Currently AACSB International isthe world’s largest accreditation associ-ation for business schools. With almost1,200 members, in more than 78 coun-tries, AACSB truly advances manage-ment education worldwide.

Q: What are the benefits of beinga member of AACSB International?

A: Whether pursuing accreditation,or looking for ways to enhance yourorganizations commitment to its edu-cational goals, AACSB membershipallows you to join a group of like-minded institutions and professionalson the journey to quality managementeducation. Members receive compli-mentary subscriptions to the award-wining BizEd magazine, access tobenchmarking and custom reports,opportunities to build relationshipsthrough affinity groups, resources tosupport accreditation, discounts at pro-fessional development conferences andseminars, and much more. Contactmemberservices@aacsb.edu for moreinformation on becoming a member.

Q: Does an institution have to pur-sue AACSB accreditation to maintain

its membership?A: While membership is a prerequi-

site for entering the AACSB accredita-tion process, members are not requiredto pursue accreditation. Membership isopen to educational institutions, busi-ness organizations, foundations, profes-sional associations, and non-profitorganizations with strategic interests inshaping management education.Eligible educational institutions are col-legiate institutions offering baccalaure-ate or graduate degree programs inbusiness administration, management,or accounting. Membership does notconfer AACSB accreditation and shouldnot be interpreted as such.

Q: Do you offer special sessions orevents for the management educa-tion field?

A: If you are seeking an intensivelearning experience or a deeper under-standing of a particular topic or issue,be sure to explore the learning oppor-tunities available through AACSBSeminars. These hands-on, sharplyfocused training sessions are basedaround skill building activities, practi-cal tools, information, and resources.

Additionally, our conferences pro-vide the opportunity for attendees tolink with like-minded educators andbusiness leaders from all over the worldand gain a deeper understanding of theunique issues that shape today’s busi-ness schools. Focused on topics such assustainability, assessment, and facultydevelopment, and featuring notablespeakers and session leaders, confer-ences strengthen networks and enrichacademic programs.

Q: For someone who currentlyworks in management education andwould like to make a change, wherecan he or she go to look for a newposition?

A: AACSB International’s connectionto business school professionals world-wide makes it a centralized source forbusiness education careers. Our online

career center, BizSchoolJobs, offers acomprehensive, up-to-date resource forthose who are searching for a position orwho are looking to hire a new employee.

Q: What about someone whoalready has a Ph.D. in the social sci-ences, but would like to teach withina business school? What should he orshe do?

A: In 2007, AACSB endorsed severalPost-Doctoral Bridge to BusinessPrograms that prepare experiencedand new doctoral faculty from academ-ic disciplines outside of business forfaculty positions in business academia.

By design, completing one of theseprograms will enable non-businessscholars to be more competitive whenapplying for faculty positions atAACSB-accredited business schools.AACSB’s endorsement of these pro-grams means program graduates hiredby an AACSB school will receive thesame initial qualification status as grad-uates of a business doctoral program.

While eligibility requirements varysomewhat for each participating pro-gram, all applicants must have receiveddoctoral degrees from an institutionrecognized for graduating successfulscholars in that discipline. This educa-tion must have been received outsideof a business school. Where applicable,the program from which the applicantgraduated should normally be recog-nized by the appropriate specializedaccreditation agency for that field. Inall cases, applicants must show excel-lent preparation for conducting schol-arly research and teaching in a fieldrelated to the business discipline forwhich they are applying.

Q: For someone who has workedin the business field for many yearsat the executive level and is nowconsidering a career in academia,what can he or she do?

A: AACSB International has devel-oped a program to prepare high-levelsenior executives for a professionally-

qualified faculty position within anAACSB-accredited business school.Partnered with the University ofCalifornia, Irvine’s Paul Merage Schoolof Business and the University ofSouthern California’s Marshall School ofBusiness, the AACSB Bridge Programwill enable the transfer of professionalexperience into teaching excellence.

Attendees of the program are pre-screened to ensure graduates meet gen-eral AACSB accreditation standards forprofessionally qualified faculty and havecompleted an intensive program to pre-pare them for an entry-level academicposition. Specific determination of pro-fessionally qualified status is made byindividual business schools consistentwith their mission and policies.

Q: What about the average stu-dent who simply would like to studyin the field of business? How can youhelp that person decide where to goto school?

A: AACSB has developed a web siteexclusively for prospective business stu-dents at the undergraduate, master’s anddoctoral level. Site visitors will find a vari-ety of information on business degreeprograms and will be able to searchamong only AACSB-accredited businessschools. Visit BestBizSchools.com tolearn more about choosing a school, aconcentration, preparing to attend, andother information related to the businessschool selection process.

Q: What do you know about busi-ness school rankings?

A: Generally, media rankings are con-ducted by the editorial staff of variousnewspapers and magazines. These rank-ings usually involve a combination ofdata collected from student alumni sur-veys, recruiter surveys, dean and directorsurveys, and schools. This data is thenweighted to determine a system for rank-ing universities and programs. The keyto using media rankings effectively is toknow if what they measure is what isimportant to you in a business program.

Executive MBA Council Reports Five-Year Trendsfrom Annual Membership Program Survey

RESPONDING to changing industry

dynamics and student expectations,

more Executive MBA (EMBA) pro-

grams are using digital materials. The per-

centage of course materials that programs

deliver electronically has tripled since 2010,

the first year data on electronic delivery was

gathered, according to results of the 2013

Membership Program Survey of the Executive

MBA Council.

“Many EMBA students travel during

the program, and delivering course mate-

rials electronically lightens the load for

them,” said Michael Desiderio, executive

director of the EMBA Council. “As one

application of technology, electronic mate-

rials offer all time-strapped EMBA stu-

dents convenient access to course materi-

als. EMBA programs will continue to

explore ways that technology can enhance

the student experience.”

The EMBA Council sponsors its

Membership Program Survey each year to

help track industry developments. The sur-

vey offers a comprehensive overview of

worldwide member programs. In 2013, 314

member programs – or 96 percent – partic-

ipated in the survey.

Program structure and delivery

• The number of EMBA programs that

reported changing program delivery, such

as offering new electives, program format or

services, tripled over the past five years.

Leadership, innovation/entrepreneurship

and law are the top three new non-elective

courses offered by programs.

• Nearly two-thirds of EMBA programs

offer career services, and alumni network-

ing is the most common and fastest grow-

ing service.

• Over the past five years, there has been

a shift toward less frequent class meetings.

• Nearly 66 percent of programs require

a global trip. China continues to be the

most popular destination, followed by Brazil.

• Average class size is once again 43,

and the average program length continues

to be 20 months.

Program costs and tuition reimbursement

• The average program cost is $73,401,

up 1 percent from previous year.

• More EMBA students are paying their

own way than ever before. Forty-one (41)

percent of EMBA students are fully self-

funded, up from 34 percent in 2009.

Twenty-four (24) percent of students receive

full financial sponsorship.

• In response to the increasing the num-

ber of students self-funded, 53 percent of pro-

grams offer scholarships and fellowships

About the students

• The average years of management experi-

ence is 8.5 and the average years of work expe-

rience is 13.7, two findings that have changed

minimally over the past five years.

• The percentage of female students

during the past five years has fluctuated

between 25 and 26 percent. In 2013, 25.3

percent of EMBA students are female.

Programs outside the U.S. and Canada

have a lower percentage of females in their

current classes.

The EMBA Council provides a place for pro-

grams to share best practices and gathers

industry data. Currently the council

includes more than 200 educational insti-

tutions that administer 300 plus EMBA

Programs worldwide. For additional infor-

mation, visit www.embac.org. To learn

more about the EMBA experience, visit

www.executivemba.org.

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