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[These minutes clearly indicate the depth of the work we put into the potentially important FBA programme]
0324 FBA Minutes
Notes On Minutes for FBA 12 July 1994
This meeting concentrated on the principles behind the proposed FBA. In particular, it debated a proposed 'mission statement';
FBA - A FORMAL PROGRAMME OF ON-GOING (POST-MBA) EDUCATION
There was, surprisingly in view of the radical nature of the proposal, unanimous support for this statement in outline. The detailed comments agreed were:
FBA - this sounds right! But it might also be run in tandem with other outside programmes - especially the FIM; to offer more specific flavours (where the basic FBA would be heterogeneous - with a wide range of topics and methods; even VQs!).
FORMAL - it was agreed that the most important contribution should be that students on the programme should be formally assessed, and external courses accredited (though OUVS). The form of assessment, though should be less intensive (TMAs not exams and only 1/2 credit every two years after an initial 1 credit qualifier). Note: David Asch has subsequently pointed out that university charters do not allow withdrawal of awards - so we will probably have to treat this as a 'membership' programme. Even so, the same rigorous standards should apply, and we will set the precedent for others to follow. This would be easy where CATS points were available, but harder for other offerings (though the onus would be on the organisation running these and/or the manager requesting). There was also some - inconclusive - debate about how levels might be easily controlled. Proof of performance might posed administrative problems - but it was suggested that managers should have to submit this annually (with a sample checked). The register of fellows might be published annually in a yearbook.
PROGRAMME - we must offer a complete programme. The broad model for this should be that of professional development (such as that offered in medicine) and not the DBA (though it would be complementary to that. It should cover updating (with new developments - such as 'Post Porter'), Broadening of Management Knowledge (including further electives from the MBA) and topics from Outside of Management (such as those from Technology and Social Sciences). It might use existing OBS material (especially the MBA options), new low resource OBS modules (based on the MA in Education model - if even these low resources could be justified, on the back of the new need for modules to tailor our output), other OU courses, (accredited) offerings from other institutions and offerings from some commercial providers (such as the large consultancies and the multinationals - though it was recognised that there would be significant problems with accreditation). Whatever the approach, the programme should offer the widest possible range of choice - with the 'manager' controlling his or her own syllabus (with guidance from OU staff) - the aim being to create the 'Renaissance Manager' (as suggested by the Police College)! Such a wide range would also allow us to test leading edge developments (such as electronic delivery) with minimal risk; which would enable the OU to still be at the leading edge (albeit with small numbers of FBA students) in 10 - 20 years time. It might also offer a pilot project for rolling out similar (on-going membership) offerings at lower levels.
ON-GOING - the most important factor of all is that the programme must provide the opportunity for, and incentive for, managers to continue education beyond their formal (up to MBA) courses of study. This is the
prime raison d'etre, as well as the main USP, for the programme. Everyone talks about on-going education - but nobody provides it! It is also, of course, the main unknown - will a sufficient number of managers support the programme to make it financially viable? It was recognised that, in other areas, the plea that a large number of potential prospects must mean that a small percentage is all that is needed has failed. Even so, it was felt that the risk was worth taking; not least because it would enhance the image of the School (and add students to other programmes. But the risk should be contained by reducing any investment to the bare, rigorously controlled minimum. If the market proved to be large, which it might eventually do, the advantage of being first into it (especially on the scale that the infra-structure of the OU could offer) would give us an overwhelming advantage.
(POST-MBA) - this was the most contentious issue. It raised a number of important questions:
I) QUALITY CONTROL ON INPUT - one implication was that the main control on the performance of the managers - at least in terms of intellectual level - was by reference to their previous qualifications. Subsequent control would (without reference to examinations) only be in terms of their having completed course (and submitted adequate TMAs - a policy which has, in any case, always applied to OU 1/8 credit courses). This also posed some problems for the professional institutions - what is their equivalent of an MBA?
II) BREADTH OF OFFERING - the focus is on the development of individual managers, rather than on the provision of management teaching. This means that a wider range of material - including that outside of conventional management education - may be needed; including outside offerings (accredited through OUVS - even though they would result in membership rather than an award). The need for enlightenment ('renaissance') as well as instruction was emphasised.
III) INDIVIDUALISED TRAINING PATH - it also means that there would be no standard model, but that each manager would be assisted to develop his or her own path.
EDUCATION - thus, even more than the existing MBA, the programme would focus on the individual education needs of the manager rather than the training needs of organisations - though it was recognised that the latter would be intimately involved in the process (not least because they would fund almost all managers). The need, though, would be for a personalised package - perhaps with the guidance offered through tele* (teleconferencing of all types). At the other extreme, however, this would probably require that we take a number of partners. The prime partner might well be the BIM (in the form of a strategic alliance), but secondary partners might include other institutions (Cranfield etc - preempting their entry as competitors) as additional providers and commercial organisations (such as Shell) as sponsors - and possibly a limited range of commercial providers (such as consultancies).
A hidden OBS agenda was to provide the 'Club', alumni network, which was discussed in the management team's 'away-day'. It would be hoped that the expertise of these managers might also be used to add to the wider strength of those MBA options taken. A hidden agenda for BIM might be to resuscitate their 'professional manager' concept.
ACTIONS
1) Subject to the above comments, the principles were agreed - a surprisingly fast (and unanimous) decision.
2) The next meeting (10.30 - 13.00 Wednesday 21 September) will start to discuss the details of possible implementation - based on a paper to be prepared by David Mercer. The emphasis would be on finding very low cost solutions.
3) In the meantime, Andrew Thomson will discuss these matters with BIM, Tony Stapleton will similarly talk to OUVS and David Mercer will investigate the administrative implications and start to talk to a sample of larger corporations (such as Shell - who have already expressed an interest). At a later stage we will survey alumni.
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