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MBACONNECT Ashcroft International Business School Magazine|issue 3

www.anglia.ac.uk/aibs

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Welcome to the third issue of MBAConnect, and an especially warm welcome to our new members of the MBA Alumni Network, those of you who have just graduated and will be receiving this for the first time. Congratulations! I hope you enjoy reading this e-newsletter, which is put together just for our MBA graduates. We would love some of you to start contributing to this e-newsletter, telling us what you are doing or commenting on issues from your perspective. As I mentioned last time, this network will only work to its best potential if people get involved and participate. So if you have any comments or suggestions please feel free to email them to me at alumni@anglia.ac.uk and put MBA Network in the header. Existing members will have received notification of some conferences and lectures over the last few months, and I hope some of you have managed to go along. We will continue to send these out to you each time the Business School advises us that something appropriate is coming up. We are also now working on the 2011 Annual MBA dinner, which will again take place at the Royal Over Seas League in London (just behind The Ritz) on Wednesday 3rd August. Final details will be sent out to all MBA graduates once the main speaker is confirmed and information will also be posted on the website, but please save the date in your diary now. For those travelling a long distance, rooms at the Royal Over Seas League are very reasonably priced.

Contents 1

World Number Two Snooker Champion Ali Carter (‘The Captain’) offers winning tips to Anglia Ruskin students

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KBU International College, Malaysia – Celebrating 20 years of excellence

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AIBS student short-listed for business prize

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The Needs of Innovating Small Firms and Emerging UK Public Policy Initiatives

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Customer Service Excellence

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Lord Jeffrey Archer to support students on ‘Learning by Doing’ module

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Values-based decision making: Leadership in the UK Public Sector

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Anglia Ruskin networks enterprising education ideas to Romania

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Cross faculty collaboration results in innovative new Masters Course

We have not forgotten your request for an MBA group on LinkedIn to give a further opportunity for networking and exchanging ideas. We have now set this up, so here’s the invite to join. Just go to http://uk.linkedin.com/in/angliaalumni. As I mentioned last time, please make sure you keep us up to date with any address and email changes so we can contact you quickly and easily when we need to. And if you have MBA friends who do not receive communications from us, please encourage them to email us so they can be included in future mailings. That’s all from me this time. I hope you enjoy this issue. If you do – let me know. If you have ideas for improvement, then please also let me know so that we can make sure we are sending you the sort of e-newsletter you really want to read. Kind regards

Sue Jacobs Head of Alumni Relations

10 Special Interest Group on Spirituality and Teaching established


World Number 2 Snooker Champion Ali Carter (‘The Captain’) offers winning tips to Anglia Ruskin students Following a collaborative initiative first announced in these pages, snooker professional and world number two Ali Carter in conversation with the Ashcroft International Business School’s John McCullough have been reflecting on the factors that have contributed to growing success on and off the green baize. In Ali’s view there are some useful parallels between the skills and mindset required to become a winner on the green baize, in studying for a degree, getting a job and performing in the world of work. Ali states:

put the hours in to create opportunities for yourself. The keys to real progress, as I’ve come to realise, is grounded in a willingness to be open-minded, to set yourself stretching, but achievable targets, and to commit to hitting or even exceeding them. Much of the progress I’ve made in my snooker career is down to a lot of hours spend on the practice table developing and improving my technique, break building and safety play. Such improvements ultimately derive from looking at myself more closely, the strengths and weaknesses in my game and then working out action plans that could take my game forward. As in many forward looking university programmes, action learning has proved to be a big help even though, before meeting John, I perhaps didn’t recognise that I was using it.”

“With John’s help I’ve given quite a bit of thought to what it has taken for me to get to where I am now, as well as thinking about how to do even better both on and off the snooker table. Whilst the journey so far has required a lot of hard work, application and reflection, there are lessons which I believe Anglia Ruskin University students might learn from my experiences as a top five snooker professional, a qualified pilot and a business man.”

Apart from making it to the world number two spot, Ali Carter is also a qualified pilot and in order to get his pilot’s licence, he had to study to pass theory exams as well as practical flying tests. In short, as with some current developments within the Ashcroft International Business School, Ali had to combine theory with practice in a practitioner-led approach.

So what are the messages that Ali has been thinking about for the potential benefit of ARU students?

There is one other area where Ali believes students can benefit from his experiences

“If you want to make it in any career, what ever that might be, you have to work at it. Nothing in life comes easily. You have to

“Having my own performance coach, who from time-to-time helps me with particular problems, as well as checks my game over, I’ve found to be particularly valuable. Anglia Ruskin has a system of personal tutors that could, if students are so minded, help them achieve much more. Learning in my book is primarily down to the individual and how much you want to learn.

With the right attitude and mindset you can take yourself from being an ‘also ran’ to becoming ‘a winner’. I also think you need to enjoy what you’re doing.” A unique opportunity for ARU students “Getting a good degree and a good job is not just about being receptive to new ideas and new ways of thinking and working, it’s also about preparation and commitment to action, about having self-belief and a willingness to recognise and then work to overcome any identified areas of deficiency. I’ve been working on this with John and in the New Year we’ll be announcing a new initiative which we are uniquely making available to Anglia Ruskin University students – look out for my special Carter Challenge which has the potential to deliver appreciable student-centred added value and also will help to differentiate students in a very competitive jobs market.” To be a part of this exciting new initiative contact: John McCullough, Pathway Leader DMS/MA Management E: john.mccullough@anglia.ac.uk T: 0845 196 6879

Ali Carter with the Shanghai Trophy following his victory at the Roewe Shanghai Masters in September 2010

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KBU International College, Selangor, Malaysia

KBU International College, Malaysia Celebrating 20 years of excellence This year is a very significant one for AIBS partners KBU International College, as 2010 marks the year it turns 20. Since its establishment in November 1990, KBU has grown in leaps and bounds to become a provider of tertiary education offering quality, holistic education across multidisciplinary programmes.

competition and IQ marathon. A book detailing KBU’s journey through its 20 years will also be launched and a gala dinner is being planned.

Its vision is to be a premier private education institution offering multidiscipline quality programmes at Certificate, Diploma, Degree and Postgraduate levels to both local and international students with the mission to provide the highest standard of tertiary education in a national and international context.

Dr Tei advises:

Dr Teo says, “We are moving forward into the next stage of our life cycle and very exciting times.”

“Education is very important, particularly in today’s borderless world. It is a good investment that generates good returns.”

True to this, KBU has proven itself through the years with an impressive list of outstanding alumni as testament. KBU also prides itself on the high employability of its graduates and many of their students have gone on to set up their own companies.

AIBS looks forward to strengthening its collaboration with KBU over the coming years.

KBU also aims to make quality education affordable. According to chief executive, Datuk Dr Teo Chian Lian, “We will continue to uphold this and fine-tune whatever we do to achieve it.” In relation to this he added, “We find that it is important to provide a conducive environment for studying: hence we have moved to our current purpose-built campus.” The current campus is impressively designed and fully equipped with sports and recreational facilities on a 13-acre site. Future plans include the building of Phase 2 of the campus which will have more hostels and indoor sport facilities. Prof Dato’ (Dr) Teo Chiang Liang, Chief Executive of KBU International College

KBU will be celebrating its 20th anniversary with exciting activities including a photography competition, a writing

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AIBS student short-listed for business prize A new graduate resourcing business in Cambridge has reached the final of a business start up competition. Power Resourcing – which specialises in placing graduates with employers in the Cambridge area – was short-listed to the final six of the inaugural Step Up competition, run by South Cambridgeshire District Council. The business has been set up by Alison Power and Duncan Allan, who both live in Cambridge.

organisations ethos, as well as offer genuinely rewarding career opportunities for graduates.” Duncan went on to say: “Although we have seen a largely employer-led market, finding the right talent to fill vacancies can still pose problems for employers. Power Resourcing offers a service that utilises links with graduates across the UK and fills vacancies across a range of sectors, meaning that employers do not have to deal with several different organisations or advertise in several different locations in order to find the right people. It also means that candidates can save time when it comes to applying for jobs, as we have existing relationships with a number of employers and can ease the process for them.”

The prize on offer to the winner of the Step Up competition was £30,000 worth of support to start their business, including serviced offices for a year, PR, accounting and legal advice and free membership of the local Chambers of Commerce. The competition entrants had to submit a written summary of their business plan and were assessed on their creativity, market awareness, saleability and planning and research skills. The final event was held on 30th June at South Cambridgeshire District Council’s headquarters in Cambourne and saw the six finalists pitch their business ideas to a panel of judges in the style of popular BBC TV series, Dragon’s Den.

Alison, who is currently studying part-time for an MA in Marketing & Innovation at Anglia Ruskin University, said that her studies have helped her enormously with planning the business:

“I have recently studied strategic marketing planning and marketing communications as part of my course, and have already been able to put my newly-gained skills to good use in developing our business plan – especially for conducting our external

The winners of the competition were Rebecca Chicot and Diana Hill who are developing One Stop Baby Guides – a series of DVD’s to help new parents. Alison, a student at Ashcroft International Business School, said: “Participating in the Step Up competition has been a very worthwhile exercise and has helped us to hone our business idea and focus on our objectives. We have had some great feedback from the judges, who felt that we had an excellent business plan and are well on the way to making a success of Power Resourcing.

analysis and developing our sustainable competitive advantage”. Alison has a background in employment advice and recruitment, including two years as Graduate Employment Consultant at Anglia Ruskin University’s Cambridge campus, and has also undertaken a variety of marketing roles. Duncan is an experienced sales, retail and IT project management professional and also has experience of working with students and graduates.

Alison went on to say: “We have taken the time to research our market, analyse our competitors and develop our strategic marketing plan. We are pleased that the potential of Power Resourcing has been recognised and are absolutely delighted to have been short-listed in this prestigious competition.”

Power Resourcing launched in August 2010 and is based at St John’s Innovation Centre in Cambridge. To find out more about their graduate employment services, please visit the website: www.powerresourcing.co.uk or email info@powerresourcing.co.uk. Alternatively, please telephone (01223) 524251.

It can seem daunting for graduates entering the job market in the current economic climate, with some reports suggesting in excess of seventy applications per job. However, positive signs are starting to appear and a number of employers have begun to increase their graduate intake in recent months. As well as supporting graduates through the recruitment process Power Resourcing provides advice on CVs, interview techniques, salary expectations and a range of other employment related areas. They work with graduates from a broad range of study disciplines and universities to help them find rewarding employment and develop their careers. Duncan said: “Power Resourcing’s ethos is to be efficient, effective and ethical in all our work. We feel that by taking the time to build relationships with our customers and fully understand their needs, we will be able to provide employers with talented, enthusiastic graduates that fit with their

Alison Power and Duncan Allan

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The Needs of Innovating Small Firms and Emerging UK Public Policy Initiatives • There also remains in the UK an absence of local In the current climate of new policy dynamics, it is innovation financing banks, able to assist in the funding of useful to remind ourselves of what needs to be done innovation projects emerging within the firm, and, indeed, to assist R&D companies to grow. Here Roger Moore on occasions helping companies deal with a shortage of identifies the sort of challenges innovative firms face. working capital, or in providing firms with a trade credit Roger Moore is a Management Consultant involved facility. with the Anglia MBA and MSc Marketing and Beyond the financing of innovation other factors can impede Innovation programme. the growth of specialist sectors and the firms that make them up. As stated, spin-out activity remains a crucial element in the commercial market innovation mix, particularly where new entrants strengthen local technology clusters. So policy makers need to recognize that HEI start-up rates may be restrained by the lack of UK doc/post-docs emerging from major universities and discrimination against overseas scientists and researchers may also impede the growth of innovating firms in the UK.

For further information on the article or the Masters programme offered by AIBS, please contact: U. Raut-Roy, Alumni Coordinator, AIBS, u.raut-roy@anglia.ac.uk The disorderly and unpredictable character of the innovation process can never be fully mitigated, not even by even the most diligent of business support agencies. Serendipity rules OK!

It is also true to say that, growth in the innovating firm can often be stimulated by involvement in UK government or EU funded research programmes. But completing application schemas and dealing with constant programme meetings, frequently dissuades firms from participating in these research initiatives. Hence, there persists a requirement for local broad based innovation and technology focused helper teams: these would be created with a remit to advise innovators on grant applications (be they from EU/FP7/8; TSB or funding councils) and assist with proposal writing (also, there is a lack of R and D research project management skills within many UK innovating companies, and mentors could help mitigate these managerial shortcomings).

Yes – but luck also comes to a prepared mind, prepared that is to manage the uncertainties of the innovation process. For, as Richard Lambert’s Review of Business-University Collaboration insisted a few years ago, there are well founded approaches that can be adopted which do practically help to alleviate some of the tensions and uncertainties that frequently prevail in the delicate research relationship between big industry, academia and the innovating SME. So then, what are the areas of concern regarding barriers to growth that are facing small to medium size innovating firms? Well to begin with, innovating firms’ access to growth funding is being critically constrained in the UK (particularly when compared to outcomes in the US) by a number of critical retarding factors: •

There remains an absence of small business funding schemes similar to the American SBIR;

No DARPA type broad discipline defence sector type funding prevails in the UK;

There exists a palpable unwillingness on the part of large high tech corps to part fund equal partner status spin-outs with HEI research teams or with extant innovating SMEs;

A tendency exists on the part of high net worth individuals to regard high risk/ low returns evident in innovating startups and high tech SMEs as a poor investment option compared to say property (one could argue that real estate market speculation “crowds out” commercial innovation in the UK);

Unlike, for example in France, there is a lack of tax breaks for Angel Funders (that helps to mitigate investor risk)

And, despite AIM, weak exit route transmission mechanism for Angels and VCs

Furthermore, it is commonplace to find that in many innovating firms there is a clear lack of lean research and development practices, and here inroads to solving this problem could easily be made through schemes designed to encourage closer cooperation between large and small companies in supply chains, where the former frequently deploy these lean R and D techniques; and, indeed, via close links between industry and universities who are developing ‘speed innovation’ toolkits. High tech SMEs also need to be helped by experts to improve their technology road mapping and technology scenario forecasting behaviours. This reduces search costs and compresses R and D lead times, which in turn contributes toward innovation efficiency within the firm. Of particular note is the fact that as innovating SME technologies become increasingly specialised, then training for staff at all levels needs refining. It is of some concern that specialist training is on a steeply rising cost curve for many smaller companies: fundamentally, this is because of the small numbers of trainees per specialism and the loss of scale economies in training normally associated with generic scientific technician training programmes, in the past provided cost effectively local Further Education Colleges (who on their

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own admission now find coping with high technology company training needs something of a challenge). More optimistically, a partial answer to this training conundrum could lie with a policy initiative that catalysed the development of local interfirm training networks, where tax relief or a training grant would help to reduce firm costs.

Korea, Germany and the United States) have shown, a fundamental part of the growth process across high technology markets is the role played by public agencies in supporting innovation, whether in the field of development finance, or in respect of government funding to promote and sustain highly specialised management and technician training. All of which, taken together, provides a formidable challenge to current political policy makers, particularly in an era of public finance austerity, but also one in which government seeks to tip the balance in the economy way from financial services toward high value manufacturing and specialist innovation.

Finally, innovation is about chance and opportunity, and, as Michael Porter reminds us, competition in sectors is primarily the dominant domain of business not government. Nevertheless, as the UK’s economic rivals (such as France,

Lord Jeffrey Archer to support students on ‘Learning by Doing’ module

‘Customer Service Excellence’ – the first University to achieve the Standard

During their final year students on the BA (Hons) Enterprise and Entrepreneurial Management are required to devise, organise and manage a charity event as part of their final year ‘Learning by Doing’ module.

The Government wants public services for all that are efficient, effective, excellent, equitable and empowering – with the citizen always and everywhere at the heart of public service provision. With this in mind Customer Service Excellence was developed to offer public services a practical tool for driving customer-focused change within their organisation.

One of the two groups is holding a black tie auction dinner in the University Arms in Cambridge next May for ‘Help for Heroes’ and ‘SOS Soldiers’. Professor Lester Lloyd-Reason is delighted to announce that the group have secured the services of Lord Jeffrey Archer who used to do this sort of thing whilst at Oxford University, even managing to persuade The Beatles to play at a charity concert on campus, and also when he was Chairman of the Conservative Party.

The foundation of this tool is the Customer Service Excellence standard which tests in great depth those areas that research has indicated are a priority for customers, with particular focus on delivery, timeliness, information, professionalism and staff attitude. There is also emphasis placed on developing customer insight, understanding the user’s experience and robust measurement of service satisfaction.

As a bonus Lord Archer will also be encouraging some of his well-known friends to be involved so the event should be a great publicity opportunity for our work in enterprise education as well as for our University.

We are delighted to report that, after recently undergoing CSE assessment by an external assessor, we, as a University, have achieved CSE accreditation. There will now be a two year continuing audit which is intended to ensure we are maintaining and improving standards across the organisation.

Professor Lester Lloyd-Reason Professor of International Enterprise Strategy E: lester.lloyd-reason@anglia.ac.uk T: 0845 196 2479

As across the rest of our University we, here in AIBS, have a strong commitment to ensuring delivery of effective customer service on a daily basis.

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Values-based decision making: Leadership in the UK Public Sector

By Dr Jonathan Smith

Reflecting on my busy day at the office today, it struck me that nearly every conversation I’d had was about leadership – either directly or indirectly. Whether that be connected to climate change, government cutbacks, role of business schools, or survival of SMEs. Leadership really seems to be high on the agenda. I would argue that leaders of all sorts and at all levels can learn as much from watching and talking to others as they can from the formal leadership education. So in this brief article I would like to share some insights from an interview I conducted with Chief Superintendant Adrian Lee, The head of Northamptonshire police, recently. I conducted this interview with Sue Howard and the full interview is detailed in a special edition of the International Journal of Leadership in public services. Introduction to the interview: Training to be a Catholic priest and then studying for a law degree isn’t the usual route to becoming a police officer but then again Chief Constable Adrian Lee is no ordinary person. In many ways though, his studies of theology, philosophy, and law prior to him joining the police service have shaped and formed his sense of vocation and the values which are now central to many of the fundamental issues of leadership that the police service have to consider.

Chief Constable Lee the major driver for me, I wanted motivators. MoneyAdrian was never to find a way to serve others. I am more interested in using my intellectual capabilities to make a difference practically – that’s what I find personally rewarding.

Adrian has emphasised the importance of vision, values and vocation as being essential elements for effective policing in the 21st century, and wrote an outstanding article in Police Review (Lee, 2010) where he outlined some of his thoughts concerning these ‘3Vs’. He has developed thinking on applied ethics in the police force and values-based decision making models and is currently leading on a project to develop a single national police decision-making model.

How have these ‘3Vs’ developed during your career? My values and sense of vocation have been fairly constant I think but the interpretation of my vision and values have developed as I have progressed within the police service and as I have had different opportunities to influence. Working with Chris Sims, then the Chief Constable of Staffordshire Police, was a real privilege and my vision for Northamptonshire police began from many in-depth discussions when I worked there.

Where do you feel your vision, values and sense of vocation (‘3Vs’) stem from?

At that time we decided together to change the strategy so that it was more aligned with our values and those of the organisation. Our strategic focus became ‘to build trust and confidence of the community’ in local policing. To achieve this I developed a values-based decision making (VBDM) model (see Table 1).

These all stem mainly from my Catholic upbringing and were developed further during my three years in an intellectually stimulating seminary in Rome. They are very internalised

Table 1: Value Based Decision Making Model (VBDM) Step 7: Monitor and review- be prepared to be flexible Step 6: Decide, act and record Step 5: If in doubt – consult Step 4: Check your decision would stand public scrutiny Step 3: Choose the best option to build trust and confidence Step 2: Consider options based on force values Step 1: Know the law or regulations

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The VBDM approach is being used by other forces and I am now using it with my Northamptonshire colleagues. It fits well with our value descriptors which were built through a bottomup consultation exercise (see Table 2). It is important that people work through their own values if they are to have a sense of buy-in to them.

What do you think are the best ways to support personal/leadership development within the police force? Ensuring that there is a critical mass of thinking around cultural change, as well as individual encouragement and training. As policing is vocational, in that officers join to make a difference and to deliver a service to the community, it very important for an individual’s morale and motivation to feel that someone cares about their career. Good leaders take a one-to-one interest in their staff’s personal development – it’s an important part of the job. You need to give people time, allow them to talk and tell you what’s on their mind, and really listen to what is being said. It’s easy to think you know what’s best and tempting to jump in straight away and tell people ‘the answer’ but this isn’t the most productive thing to do.

Table 2 – Northamptonshire Police Values Valuing and serving the community Acting with fairness and integrity Learning, creating and innovating Understanding and caring for individuals Encouraging and appreciating diversity and the contribution of others • Succeeding as Team Northamptonshire • • • • •

What do you see as being the key challenges for leaders within the public sector, and are there any leadership principles you would like to convey to other leaders in the public sector?

The VBDM is helpful for officers and operates at all levels. It supports development of professional judgement and encourages discretionary leadership. It is now being developed at a national level. The significance of all this is that it helps the police to drive the day to day business from a strong values base. Living by values is challenging and not always straightforward. We understand the ethical complexity and acknowledge it is important to learn how to deal with failure in the face of such high standards

Balancing the budget and having to manage effectively with less is a key challenge. The key principles that have helped me are:

How would you sum up your leadership philosophy and approach? Effective leadership is about making complex things simple. Then it’s about being able to communicate ideas clearly and consistently to get the message across. I think it is important to be visible and I, and my team, are committed to visiting different areas of the force regularly, talking with people.

You undertake a very demanding and challenging job both as a police officer and Chief Constable. How do you cope with the pressures involved?

to be really clear about vision, values and sense of vocation

take personal responsibility

build a good team around you, and encourage them to be honest with you and challenge you when necessary so that you do not become detached from reality

balance academic knowledge with common sense

develop people skills

and remember that professional reputations are maintained by successful service delivery of outcomes

References Lee, A. (2010) Police Review 19th February. Available at www.policereview.com

Support mechanisms are very important – family, friends, colleagues and faith. The police are sometimes required to deal with people who don’t have a sense of moral boundaries, and in society we are the ones who have to deal with unacceptable behaviour. Moral theory and underlying principles are important, but it may be difficult to live by them consistently. My educational background gives me the confidence that I have thought things through and this has informed the production of the VBDM model which I find significantly helpful in resolving issues. Being guided by the agreed organisational values, and putting them into practice with compassion, makes the difficult decisions easier and means that you can sleep at night knowing you’ve done the right thing. Some see ethics and values as ‘soft and fluffy’ but sticking to them is tough and means you can’t ignore problems.

Jonathan Smith, Senior Lecturer E: jonathan.smith@anglia.ac.uk T: 0845 196 2069

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Anglia Ruskin networks enterprising education ideas to Romania UK shows Romania the way by providing the model for students to gain privileged access to leading entrepreneurs while they study Anglia Ruskin University has entered into a partnership with the Romanian Academy of Economic Studies in Bucharest to help Romanian business students to enhance their studies through collaboration with business winners from their economy. The Ashcroft International Business School (AIBS) has signed a contract worth £3.5m which will see us working with the Academy to develop a new School of Entrepreneurial and Management Studies. The new faculty will use the highly successful BA (Hons) Enterprise and Entrepreneurial degree programme as a template for the development of a suite of academic programmes and research activities designed to help high flying degree-level business students to fast-track themselves into the fast-developing Romanian economy. Lloyd-Reason from the newly-established Centre for Enterprise, Development and Research (CEDAR) at AIBS, it encourages universities and business schools to be more courageous their delivery of enterprise programmes. ‘The programme we are setting up in Romania is the same formula that we are using in the UK. It is encouraging business students to shift their thinking in terms of real-life enterprise by giving them privileged access to world class entrepreneurs who are keen to share their own personal experiences and pass on their acquired skills and expertise.’

The School of Entrepreneurial and Management Studies will cultivate relationships with leading academics, practitioners and world class entrepreneurs who will be embedded in the work of the faculty mirroring the highly innovative model developed through the BA (Hons) Enterprise and Entrepreneurial Management which has proved to a be a big success within the UK. The objective is to unlock the potential of young business minds to help with the ongoing growth and development of the European Union’s most recent member country (Romania joined the EU in 2007).

‘This new partnership is an absolute vote of confidence for the work we are undertaking within AIBS which has embedded enterprise at its very heart. It is working in the UK and now in demand from other European Union member countries. We will continue to roll out this unique idea in order to harness the some of Europe’s finest business minds to help educate the next generation of entrepreneurs and business leaders.’

An ‘Entrepreneur in Residence’ scheme will be developed for the course which will be spearheaded by Prof Ovidiu Nicolescu who is President of the National Council of SMEs in Romania. He is a professor, management trainer and international enterprise consultant at the Academy of Economic Studies. This network will be explicitly involved in all stages in the development and management of the new school which is already Prof Ovidiu Nicolescu generating considerable interest in Romania where there is a need for inspiring and creative degree students in the market place.

The new school will provide students with conceptual and theoretical insights into enterprise, innovation and entrepreneurial management, as well as developing the practical abilities and skills students need to apply this understanding within a range of different business, community and organisational contexts. The students will be exposed to real-life business challenges through mentoring and shadowing to produce graduates who are highly motivated, have high self-esteem and self-confidence.

The new degree was developed in response to the criticism that some entrepreneurial degree programmes were out of date and did not fit with the ever-changing and increasingly challenging economic conditions across Europe. According to Prof Lester

The mix of highly innovative undergraduate and post-graduate academic programmes will be supported through the establishment of a dynamic research and development agenda to include cutting edge international research projects, an

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Cross faculty collaboration results in innovative new Masters Course Anglia Ruskin was one of the first European providers of Masters-level study of intercultural communication and management. Arts, Law and Social Sciences and Ashcroft International Business School have long been active in teaching and research across the disciplinary divide in this field. Two years ago, Terry Mughan, Professor of International Management and Guido Rings, Professor of Postcolonial Studies started to explore the need for a new course in this field, one which would add value to what was already on offer in the East of England. Guido felt that some ALSS students wanted more of a business perspective and Terry was mindful of some of the failures in international corporate leadership that led to the 'credit-crunch'. What emerged was the MA in Cultures and Organisational Leadership, validated in May 2010 and now running with its first cohort of students. “We are very encouraged by the enthusiasm of this first group of students, says Terry. They have a passion for communication and they want to transmit that to others to make organisations more sensitive and responsible to the diverse communities around them.”

Romanian Academy of Economic Studies in Bucharest

international PhD programme and a highly stimulating post-doc research environment.

The course will provide students with a theoretical back-drop to cultures and leadership and will then bring in practitioners from companies and public-sector bodies such as the NHS to talk about real problems and strategies. “Developing a shared programme across Faculties poses particular challenges”, adds Terry. We have both learned a lot. But it was worth the effort to do something original.”

The University’s Vice Chancellor Professor Michael Thorne, signed the new partnership agreement on behalf of the Ashcroft International Business School with the Romanian Academy of Economic Studies. He said: ‘Romania has been labelled the ‘Tiger of the East’ for its considerable economic potential. It is a country rich in agriculture, with diverse energy sources and a substantial manufacturing base. As an economy with high growth rates it will stand to benefit greatly from this investment in its future business leaders.

Professor Terry Mughan Professor of International Management E: terry.mughan@anglia.ac.uk T: 0845 196 2248

The Centre for Enterprise, Development and Research (CEDAR) will be launched officially in the UK in November at an event hosted by the Technology Partnership which owns Melbourne Science Park near Cambridge. The Chair of the Technology Partnership, Peter Taylor has agreed to become Chair of CEDAR. The mission of CEDAR is to set the benchmark for University Enterprise Centres by blending theory and practice. This will be achieved through building a suite of highly innovative academic programmes, research and development activities and consulting and management training initiatives through CEDAR’s unique mix of leading academics, practitioners and world class entrepreneurs. Professor Lester Lloyd-Reason Professor of International Enterprise Strategy E: lester.lloyd-reason@anglia.ac.uk T: 0845 196 2479

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MBA CONNECT

Special Interest Group on Spirituality and Teaching established

MBACONNECT

Dr Jonathan Smith from AIBS is establishing this special interest group. Its focus is primarily on spirituality and teaching in Higher Education in the UK, and on the questions:

If you have any news or information you feel would be of interest to your fellow MBA Alumni please send your copy to me. The next issue of MBAConnect is due out in March 2011 and the deadline for copy is the 2 March 2011 (good quality images to accompany your articles would be good too). Additionally, if you have any suggestions as to the type of content you would like to see in the newsletter then please let me know.

To what extent and in what contexts can/should spirituality be addressed as a dimension of academic work? How may spirituality be taught? How could it be assessed? What resources and support are available to assist in the dissemination and development of teaching? The group also hopes to draw together relevant expertise from different sectors in the UK and in Higher Education worldwide. Specific aims of the special interest group are to: Draw together expertise from within and across disciplines worldwide;

2.

Organise occasional one-day workshops focusing on the teaching of spirituality in Higher Education;

3.

Produce resources on this topic;

4.

Establish an e-communications mechanism where group members can share experiences, expertise, and resources; where the work can be promoted; and where advice and assistance can be sought;

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Secure funding to enable the group to be self-sustaining once the HE Academy start-up funding has run out.

Editor: Christine Durrant (Communications, Marketing and External Relations, AIBS)

E: christine.durrant@anglia.ac.uk

Jonathan has been successful in gaining ÂŁ500 of start-up funding from the HE Academy to set up the group.

Websites: www.anglia.ac.uk/alumni www.anglia.ac.uk/aibs

Anyone interested in joining the group should contact Jonathan at E: Jonathan.Smith@anglia.ac.uk T: 0845 196 2069

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MBAConnect  

Quarterly magazine aimed at MBA Alumni of the Ashcroft International Business School, Anglia Ruskin University