As we usually do from OUR EDITORIAL STAFF, we have gone out to the vast MBA market at the level of various offers in different countries, always with an eye on what is the benefit for the postgraduate of an MBA in terms of facilitating adaptation to their job. In this sense, we have already commented in previous articles, that an MBA can represent both for a recently graduated professional and for an expert, an improvement in their position at work or directly the change of company if the current one does not offer development possibilities.
Because what we are looking for today with this contribution is to what extent an MBA influences the redesign not only of work (the functions and responsibilities of that position), but also a direct improvement in the company as a whole. Because the best education and training allows suggestions to be made about how certain tasks are being done, communication with team leaders is facilitated and postgraduates of an MBA are better integrated into the collaborative process that organizations currently require with a spirit of growth, sustainability and high performance.
1º) The direct impact of the MBA on the new postgraduate position
When it is said that “our Executive MBA program is designed for you” in the promotions of different Business Schools on their respective websites, what is being said is that what you are looking for is achieved with that program and that education and training methodology, what every MBA student is looking for: accelerate your career and become “a key player” in the company where you work.
2º) The broader perspective on your job position
By having the vision that an MBA gives to its graduates, it allows you to develop beyond your technical experience for the required functions of a certain job, the best adaptation to new management positions in various positions, whether they already exist or are new creation, thanks to the fact that the postgraduate has achieved an interfunctional perspective with the MBA program, learning to manage new challenges both for the sector to which the company belongs, as well as for other industries, functions and countries (the international vision is a characteristic of the MBA)
3º) Meet new people, share and enrich your vision with other executives and create a solid global network
It is evident that the MBA of any serious Business School facilitates several hours of individual confidential coaching sessions with executive coaches and collective sessions that provide permanent support and accompaniment, which makes it easier for the student to create the conditions to be successful in their training and ensuring that the program serves for the development of their career project. This implies the ability to redesign the current job (improvement due to the direct influence of the postgraduate) and also the other ability that is achieved, which is anticipation, knowing what changes must be introduced in the redesign of the function.
The advantage of MBAs is that they tend to promote the self-confidence of the professionals who are studying it, in addition to achieving what is always sought from new professionals who are training for leadership positions: having an open mind. And this is perfectly delivered by the MBA through business case studies and multicultural teamwork. The surveys that many schools have carried out regarding this adaptation and contribution to the redesign of functions in the workplace are clear, for which in general it is an overwhelming majority of more than 90% of postgraduates who increased their self-confidence themselves in their professional life.
Among the most common comments that have been received in this type of questionnaires to former students about how they had experienced in their personal transformation to exercise leadership functions, aspects such as:
– “Now we are used to handling complex and unknown problems, which require us to integrate interdisciplinary knowledge, lead people and ideas.”
– “I gained self-awareness and confidence and improved my abilities to bring out the best in others with stronger leadership skills.”
4º) The international dimension of the MBA
The MBA programs help students meet and work with international students, who interact with different companies and managers based on the agreements they have, being able to also benefit, depending on the program and the school, from agreements with international associations of Executive MBA’s, or with other universities both nationally and internationally.
This philosophy allows students to interact both professionally and socially with participants from different cultures, since some seminars and other types of extracurricular activities are taught jointly with other Business Schools, based on collaborations with universities and Business schools that offer, for example in the European Union, Executive MBA programs in the main European cities, consequently, with relevant institutions.
5º) Global business network
Sharing your work experience with other members of the MBA community (alumni, participants), who come from many different sectors, allows the student to expand his network and find new business partners for the activities he develops in his job, since all MBA graduates have a solid network of students and contacts on a global scale, but especially in our European environment, this is very well accredited and works perfectly.
This is also because both the schools and their faculty are active in the corporate world and bring their connections and experiences with them. This international reach represents an immense opportunity to explore and connect with other business environments and achieve improvements in this redefinition of the workplace that are highly appreciated by employers, especially those who value the contribution that an MBA student can make to the company.
6º) Benefit for companies
Companies, students, co-workers and Business Schools themselves, they all benefit. Why? Because an MBA program is a real investment for:
– Improve skills and abilities since the programs provide immediate benefits as participants apply what they have learned from the first moments of the course.
– Develop the maximum potential of talent, because students acquire a more holistic and global approach to business, as well as an entrepreneurial attitude and an overall increase in production and performance.
– There is an unparalleled reinforcement of basic attributes such as loyalty and motivation, which is why it is very important that management understands these benefits for the work environment and the improvement of productivity, which will facilitate a clear reward formula, development and retention of talent.
– Significant improvement in meeting corporate objectives and development of international opportunities.
When do managers become leaders?
A common approach that Business Schools have adopted in their promotions for some years now is whether that novice student or seasoned professional is ready for the next challenge. This raises what it means to pursue an MBA.
Because the dedication of a very intensive time in the education and training that an MBA provides, becomes an enriching environment where the candidate can grow both professionally and personally. In the first of the situations, it is evident that it is directly related to what he has developed up to now in his job and what his new functions will be for the future of the same day tomorrow, because he is in ample conditions to redesign not only its functions in direct relation to the innovations to be introduced, but also to contribute decisively to the rest of the procedures that are being carried out in other departments. The individual contribution ends up being a collective one, because applied knowledge flows in all directions. Hence, the assessment that important companies make regarding the training that an MBA provides to its key employees.
Therefore, we see that many MBA programs clearly state that:
“Benefit from cutting-edge study content, modern teaching methods, inspiring fellow students and individual professional coaching in the full-time MBA course and rise from manager to executive.”
Ending the nine-to-five schedule: extreme flexibility in the post-pandemic workplace
The new ways of working will require breaking with old habits, and middle managers and managers will have to ensure that employees with all the changes and especially due to the demands of companies, do not end up working excessively with the loss of a formal structure. Why? Because a new approach can replace the rigid work of long hours in organizations, for organizational performance and personal well-being by making remote and face-to-face work compatible. And this is coming, as it looks like hybrid working and working entirely from home will become a permanent aspect of work in the future, with 73% of workers saying they want flexible work options to continue, according to the recently released Microsoft Future Trends Report 2021.
According to the report, “extreme flexibility and hybrid working will define the post-pandemic workplace” with 67% of leaders saying they are looking to redesign their offices for hybrid working.
What is meant by flexible work?
One question that is up in the air is whether flexible working is simply the ability to work from home on days of our choosing? Most employees have been working from home for at least a year, so one would think they would have benefited from improvements in their work-life balance. But according to the Microsoft report, four out of five employees feel overworked, while 39% feel exhausted.
What has been the impact on the position adopted by employees?
As always in the United States they are ahead with the statistics. It appears that 41% of employees are considering leaving their employment once the pandemic is over. Prudential’s Pulse of American Work Survey has found that of those employees looking to leave, the number one reason that would influence whether they stayed with their current employer would be flexible work schedules.
Historically, many organizations have been reluctant to break with the status quo of working in the office/workplace and with a rigid 9am-5pm schedule. Now that we’ve seen that another approach is possible, is it worth considering what flexible working might actually mean and how it might improve organizational productivity and employee well-being?
But this does not have to influence the redesign of the job in terms of functions and responsibilities. Because what we are saying today is that an MBA postgraduate who contributes to his personal position and that of the company, it is assumed that in this post-pandemic stage he will take perfectly into account the real needs of his position and what influences his day to day in the global administrative process of the company. There are positions (functions) that can be perfectly performed whether you are in the position or from home. Even in transit, thanks to all the facilities that mobile technology and all its applications give us.
How did the way of working from nine to five come about?
Was there a scientific basis for the 9-5 schedule, which showed that people perform at their best during this time, to drive higher productivity and maximize personal well-being? The question we ask ourselves today is whether this is still valid. What yesterday was scientific evidence, today it seems that it is not, because the hybrid form of work as well as that of study, has allowed both companies and Business schools to continue their course.
We don’t think we’re going to be too surprised that it continues to this day, that while the 9-5 schedule was introduced to limit the excessive working hours of employees at the time, no one could have imagined that they would end up working more hours, because in reality as a consequence of Covid-19 that is what happened. It was available all the time because there was also in the population (millions of employees around the world) a growing concern about the future for each person in the company where they worked.
The importance of office design is not less for job satisfaction
Features of office design and organizational culture have been independently shown to influence employee job satisfaction; however, little is known about whether office design influences organizational culture. Therefore, from what we have investigated, studies have been carried out, some of which have had objectives such as:
– Investigate the association between office design and organizational culture.
– Investigate whether organizational culture mediates the relationship between office design and job satisfaction.
In the case of a survey of 202 Australian workers who completed an online survey, it revealed that office design characteristics were significantly and positively associated with organizational culture ratings.
Furthermore, cultural ratings were shown to mediate the relationship between office design characteristics and job satisfaction. These findings suggest that perceptions of office design can influence employee perceptions of organizational culture and important employee attitudes.
Work environment redesign
A study carried out by Deloitte regarding “Redesign of the work environment” with a subtitle that referred to “accelerating the development of talent and improving performance”, John Hagel and John Seely Brown explain that the way in which the workplace (physically, virtually, and administratively) can have a critical impact on employee productivity, passion, and innovation.
The summary of his contribution says:
“Faced with increased competition and declining returns on assets, companies often turn to one-off, short-term initiatives that (temporarily) improve their bottom line. While tactics like cost cutting may offer temporary relief, they are not a long-term strategy. We studied more than 75 companies to determine the key differentiator of strategic operations and found that to meet mounting performance pressure, companies need to tap into the one resource with limitless potential: their talent. On-the-job learning and talent development provide an effective and sustainable way to accelerate performance improvement at the individual, team, organizational and ecosystem levels.”
Through this research of more than 75 companies ranging in size, maturity, and industry, the authors concluded that redesigning the work environment will be key to achieving sustainable business performance improvement in the future.
They put it very clearly: “We have a great opportunity to apply design thinking and methodologies to the work environment, defined as the holistic integration of the physical environment, the virtual environment, and management systems. The work environment needs to be redesigned with three goals in mind to foster talent development and achieve performance improvement:
Objective 1: Define high-impact challenges, that is, help workers and teams to focus on areas of greater business impact, learning and sustainable improvement
Objective 2: Strengthen high-impact connections, that is, allow workers to connect with important people, both inside and outside the organization
Objective 3: amplify the impact, which is to increase the impact of workers with the right infrastructure”.
From everything seen, from OUR EDITORIAL STAFF we can conclude that:
1º) The MBAs are a great time reducer for the redesign of the job, precisely because having had access to experiences of other postgraduates in other companies, having access to networks of alumni and also having the opportunity of seminars and specific coaching meetings on the subject of re-adaptation to new markets in the post-Covid stage, postgraduates of an MBA are in better conditions than other professionals to make an immediate application of their knowledge.
2º) Having been able to compare with other processes of organizational re-design that they have had the opportunity to learn about, and especially, the exchange with authorized opinions of teachers, coaches, etc. that they do to their education and training, has provided MBA students with the theoretical-practical training that enables them to take into account both the quantitative and qualitative aspects of design, and to be able to carry out a re-design effectively.
3º) Especially what influences the most is the perception that employees have about the changes in terms of their personal improvement, level of motivation and satisfaction, therefore, more commitment to management. And this factor is what guarantees the effectiveness of the re-design measures that are adopted.
This information has been prepared by OUR EDITORIAL STAFF