Executive MBA Worldwide Program | 412-648 … · 2018-10-17 · Executive MBA Worldwide Program |...

Executive MBA Worldwide Program www.emba.pitt.edu | 412-648-1607


Today’s Presenter Audrey J. Murrell Associate Dean, College of Business Administration, University of Pittsburgh

• Conducts research, teaches, and works directly with organizations on strategies to enhance human and social capital

• Specializes in mentoring, breaking the glass ceiling, workforce diversity, and measures to eliminate workplace discrimination

Mentoring Matters Audrey J. Murrell, Ph.D. Associate Dean, College of Business Administration and Director, Berg Center for Ethics and Leadership, University of Pittsburgh

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The process of forming, cultivating and maintaining mutually beneficial developmental relationships between one or more mentors and one or more mentees

Developmental networks as a group of people who take interest in and action to support and/or advance an individual’s career, personal and/or professional development

Mentoring Defined

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Those aspects of mentoring relationships that enhance “learning the ropes” and supporting the individual’s career advancement and professional development: Sponsorship Exposure & Visibility Coaching Protection Challenging Assignments

Mentoring – Career Functions

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Those aspects of mentoring relationships that enhance a sense of competence, clarity of identity, perceptions of organizational support and overall effectiveness in one’s professional role:

Role Modeling Acceptance & Confirmation Counseling Friendship

Mentoring – Psychosocial Functions

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Mentoring – A Dynamic Process

Redefinition Relationship ends or significantly changes occur

Separation Significant change in the relationship takes place

Cultivation Maximum range of career & psychosocial functions offered

Initiation Relationship becomes important to each individual

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Characteristics of the mentee impact willingness of an individual to mentor

Individuals perceived as “high potential” are most likely to be selected as a mentee

Structural aspects of relationships (type, frequency, duration) are weak and inconsistent predictors of mentoring behavior

No evidence for universal set of “mentoring styles” that significantly impact effectiveness

Mentoring – Research Findings

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Individuals who have mentors are more likely to be promoted, earn more money, are more likely to have a career plan, are happier with their work, and are more likely to become mentors themselves than those without mentoring experiences

Longitudinal data shows that mentoring out-performs diversity training and all other awareness efforts for increasing upward mobility for women and minorities

Mentoring relationships and supervisor support reduces the negative impact of psychological contract breach on perceived organizational support

Formal mentoring is most successful when tied to the business goals and objectives of the organization

Mentoring – Research Findings

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Be clear about purpose, objectives and desired outcomes Select the specific functions that are the focal points of the mentoring relationships Provide infrastructure, ongoing support and training for mentors, mentees and

mentoring relationships Avoid the Five “Follies”:

Mentoring in name only Mentoring as “match.com” Mentoring on a shaky foundation Mentoring without metrics Mentoring with limited infrastructure

Effective Formal Mentoring Programs

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Mentoring and Leadership Development

Mentoring Functions Sponsorship Coaching Exposure/Visibility Protection Counseling Acceptance/Confirmation Role Modeling

Leadership Competencies Consensus Building Communication Risk-Taking Negotiation Reflective Listening Empathy & Respect Expertise

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Mentors can provide support and resources to the work done by creative teams as well as promote their outcomes throughout the organization (sponsorship)

Mentors can play a critical role in bridging the gap between experiences and learning through a process known as “cognitive bootstrapping” (coaching)

Mentees gain insight into the creative and adoption processes by observing mentors who are skilled at sense-making in the organization’s culture (role-modeling)

Mentors can serve as a buffer for the obstacles, distractions and failures that are unavoidable but can derail the work of innovation (protection; confirmation)

Mentoring and Innovation

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Information Peers Primary function is information sharing (coaching; role modeling)

Collegial Peers Serve as career strategists (exposure & visibility; sponsorship; challenging assignments)

Special Peers Provide confirmation and emotional support (counseling; friendship, acceptance & confirmation)

Peer Mentoring

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Access to psychosocial support not available within the organization Source of job-related and technical knowledge to support career

advancement and effectiveness Provides opportunities for knowledge sharing – that which is not

provided by formal training programs May act as a “buffer” for negative impact of non-supportive environments

The Power of Peer Mentoring

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Eby & McManus typology of negative mentoring experiences include: Exploitation

Egocentricity

Sabotage

Harassment

Interpersonal difficulty

Research on other negative factors include: Mentoring vs “cloning”

Unethical behavior (e.g., taking credit for work)

Boundary violations

Mentoring in Not a Panacea

Build a Mentoring Portfolio

One-to-One Mentoring

Sponsorship

Role Modeling

Acceptance &

Confirmation

Coaching

Peer Mentoring

Group Mentoring

Exposure & Visibility

Counseling

Mentoring Matters - Final Thoughts

• Mentoring is a key resource for career advancement and diversity

• A single mentor-protégé relationship that meets every need is a myth

• Effective mentoring is dynamic and mutually beneficial

• Mentoring should be part of a diverse developmental networks

• Think in terms of building long-term relationships versus short-term exchanges (“relational approach”)

• Keep in mind that effective relationships are mutually beneficial, never exploitative

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About the College of Business Administration (CBA)

Classroom Strong Functional Majors

Portfolio of Cross-Functional Certificates

Distinctive Business Honors Program

Strengths-based Approach to Advising

City Innovative Outside of the

Classroom Curriculum

Unique Living Learning Communities

Internships with Top Companies

Experience-Based Learning Projects

World Global Business Institute

International Internships

Semester Exchanges

Global Project Experiences

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Mission is to “add value to organizations through ethical leadership”

Unique approach that explores the interface between ethics and leadership

Supports the idea that both leadership and ethics are necessary for both individual and organizational effectiveness

Delivers a diverse portfolio of programs and activities across three key activity groups: research, education, and knowledge dissemination

About the Berg Center


Joseph M. Katz Graduate School of Business

• Offers MBA programs in multiple formats: – Full-time MBA – Part-time MBA – Executive MBA

• Other program offerings: MS in Accounting, Specialized Masters, Joint and Dual Degrees, PhD

• More than 30,000 graduates in 160 countries worldwide • Second-oldest executive education program in the world • Five academic centers on specialty areas

– Ethics and Leadership, Health and Care Work, International Business, Supply Chain Management, and Executive Education


EMBA Program Overview • 18 months in duration

• 48 academic credits; identical MBA degree across all locations

• Complete a total of four Global Executive Forums

• Classes in Pittsburgh are held on alternating weekends (Friday and Saturday every other weekend)

• Classes in São Paulo are held once per month (Wednesday through Sunday)

• Tuition includes:

• University fees, books and course materials, select meals, and hotel accommodations at the Global Executive Forum

• Next Katz EMBA Worldwide class begins in May 2016


Enhance Your Career • According to 2012 Executive MBA Council Student Benchmarking Survey

– EMBA graduates received a 17.3% average salary increase

– 60% would recommend program to friend or colleague

– 54% would support the program as alumni

• High Return on Investment

– Managerial development, promotions and advancement, and greater international mobility

• Career support from Executive in Residence Ned Sherry

– Former President and VP of large manufacturing corporations


Experience the Katz Difference The Katz EMBA Worldwide program is a comprehensive experience in business management, where you will gain:

• The confidence to embrace change and adapt to new challenges

• Fluency in the international language of business

• The functional skills to think and act more strategically in your organization

• The tools to effectively manage and lead others

• The ability to leverage your network into a more successful career

Are you ready? You can be.®

Your Questions

Executive MBA Worldwide Program | 412-648 … · 2018-10-17 · Executive MBA Worldwide Program |...

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