An Mba Program Is An Investment In Yourself, Just Like Any Other Investment

It is important that there was no lie. And perhaps it is no longer fully justified. Because, no matter how much time passes, the country of MBAs does not stand still.

Why do experts crack the system? They believe that people who are already overly talented have too much logical and analytical thinking. They believe 35-year-olds should be doing more “learning by doing” rather than analyzing the ivory towers of old bureaucracies. Above all, they believe that preparation for top positions should require less formal and targeted learning but rather be a human maturation process. There needs to be more emphasis on emotional intelligence and emotional development. This process will take some time, but it is better to have a good and wise trainer accompany you than to spend a long time in a luxurious palace and practice a lot with spreadsheets and cockpit metaphors.

Please compare it with my tomatoes. Thanks to intensive farming, it quickly turns round and red but has almost no taste. Apparently, it takes a little more time for tomatoes to become beautiful and delicious. And often, the beautiful, rounded flavors aren't the most delicious.

Unfortunately, too many people return from beautiful castles with too many expectations. You may have taken on this case under the guidance of a handsome professor, but where you stand in life depends far less on numbers and more on entrepreneurial spirit and intuition. etc. are important.

Do you understand what inspires people? 
But there is hope because there are people in MBA land who understand what it is all about. I'm referring to Linda Grafton from London Business School, who recently published a book called Living Strategy.
Your references should reveal which school you belong to. Lots of Ulrich and Senghor. Furthermore, the author views companies as communities of people and considers how people work, learn together, live together, and give meaning to everyday things. And something beautiful—economic and social—happens at the same time. It's no surprise that the book's subtitle is "People as the Heart of Organizations." What's interesting about Linda Grafton is that she is focusing on "time" again. An element that has somehow been forgotten. Bookshelves are full of books about organizational change, but boards that emphasize time factors are mostly empty.

Let's face the facts again. Change doesn't just happen one day. I need time. Too many "managers" pile on change because they think creating and communicating a plan is the same as executing it. She advocates thinking in years rather than months.
This goes further and requires explicit attention to the history of the organization. This is something you usually don't do explicitly. To understand your present, you need to know your history, and to explore it, you need to know your future. Her third point, which grounds her view of organizations, is the fact that people want to give something for what they do. This seems obvious, but, of course, it isn't. Her three fundamental principles of time awareness, history, and the need for meaning form the basis of her approach to organizational change.

When developing ideas, she stays entirely within the traditional paradigm of her MBA approach. There are so many models and practical schedules, checklists, repetitions, and examples. and some cases from the classical realm. We don't always adhere to the sound teachings of American Dutch, but to be honest, we should be aware of their effectiveness.

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