MIT Sloan MBA
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In the world, for the world
As MIT Sloan completes its physical transformation, including its newest building, E62, the reinvention of our campus outside serves as an opportunity for a review of what we do inside as a school of management. MIT Sloan is committed to creating knowledge and insight that will improve the world, to bringing those ideas out into the world, and to translating those ideas into practice as the best approach to learning.David C. SchmittleinJohn C Head III Dean, MIT Sloan School of Management
concept-based action learning pages 2 | 3
core experience pages 4 | 5
international study tours page 10 clubs & conferences page 11
MIT/MIT Sloan pages 12 | 13
leadership development pages 20 | 21
dual degrees & exchange programs pages 22 | 23
MIT Sloanentrepreneurship & innovation track page 6 finance track page 7
At MIT Sloan, hands-on, action-based learning serves as a cornerstone of the MBA experience and as the ultimate embodiment of the Schools mens et manus motto. The linking of mind and hand is at the heart of providing students with real-world experiences that create a depth of knowledge through exploration, innovation, and leadershipboth in the classroom and around the globe. For a school that is in the world, for the world, MIT Sloans portfolio of programs exists to provide students with unique opportunities that will shape dynamic futures filled with infinite possibilities.
curriculum innovation pages 8 | 9
engaging community pages 14 | 15
career support pages 16 | 17 career network pages 18 | 19
MBA class profile pages 24 | 25 financial aid page 26
how to apply page 27 come visit page 28
G-Lab is an experience you can carry over to any career experience; its where you have to answer questions such as, What are you going to do in a particular situation? Where can you add value? These skills are important for anyone who is going to be in business.Kelsey McCarty, MBA 10
New Ideas in Global Health DeliveryFor Kelsey McCarty, MBA 10, one of the lures of MIT Sloan was the opportunity to participate in an action-learning lab, in particular one with a global focus. I had been planning on going to another university, but after I came to admit weekend at MIT Sloan and learned about the action-learning labs that made me walk away and say, This is why I need to go to school, says McCarty. You learn and you contribute, and it is a very rich experience. It sold me from the beginning. In January 2010, McCarty spent a month in Bela Bela, South Africa, working alongside her Global Entrepreneurship Lab (G-Lab): Global Health Delivery course teammates at the Warmbaths Hospital, where they were initially charged with the development of a new staffing model for the towns hospital. Upon arrival, however, their task changed to focus solely on staffing for the maternity ward, though the team made additional recommendations to senior management based on their on-site observations. We felt that the changes we were making could really help, says McCarty. On another level, this is a hospital that receives no attention from anyone most of the time. The staff was so excited for us to be there, and they had this renewed energy about doing their own work. They were not going to let our efforts be in vain. That kind of energy and commitment was inspiring.
At MIT Sloan, concept-based action learning is at its best through the offering of exceptional learning opportunities outside the traditional confines of a classroom. With a host of laboratory courses that has taken nearly 2,000 students around the United States and to more than 50 countries around the world, experiential learning continues to serve as a cornerstone of the MIT Sloan experience. As the ultimate embodiment of the Schools mens et manus motto, action learning links mind and hand to create a depth of knowledge immersed in hands-on exploration, innovation, and leadership.
Teams of science, engineering, and management students actively participate one day a week, on-site, with the top management of high-tech startups in order to gain hands-on experience in funding, starting, and running new ventures. > http:/ /entrepreneurship.mit.edu/ELAB/index.html
Global Entrepreneurship LabG-Lab immerses students in a one-semester classroom and a one-month, on-site consulting experience working side by side with entrepreneurs in emerging nations. In 2010, 50 teams composed of three or four second-year MBAs worked with organizations in 19 countries. > http:/ /actionlearning.mit.edu/g-lab/
Sustainable Business LabS-Lab explores emerging strategies for sustainable businesses and organizations using in-class simulations, cases, role playing, and guest speakers. Student teams focus on live projects that tackle questions reconciling the problems of sustainability and free-market capitalism. > http:/ /actionlearning.mit.edu/s-lab/
China LabMIT Sloan and Chinese students from leading universities collaborate on multinational business teams to consult with emerging Chinese entrepreneurs. > http:/ /actionlearning.mit.edu/china-lab/
India LabA collaboration among MIT Sloan MBAs, Lingnan MBAs, and business students from various Indian schools provides Indian companies and non-governmental organizations with insights and strategic directions. > http:/ /actionlearning.mit.edu/india-lab/
Leadership LabThis experiential workshop focuses on how leaders drive innovations that generate social responsibility and business success. The course includes internships at host organizations examining how to accomplish systemic change. > http:/ /actionlearning.mit.edu/l-lab/
As one of MIT Sloans clubs, Sloan Entrepreneurs for International Development (SEID) provides an opportunity for students to focus on sustainable global development and raise awareness of the challenges faced by emerging economies, all while empowering students to take action.
concept-based action learning
MIT Sloans unique one-semester core permits the freedom and flexibility for students to select 75 percent of their MBA coursework. We view the business school experience as a time of exploration, and our program builds the foundation necessary for the development of fundamental skills. Students are grouped together in diverse teams of five or six as part of a larger cohort of 60 who remain together in all core classes.
The Fall CoreThe fall term of the first year consists of five required core courses, one of two optional elective courses, and an optional Entrepreneurship & Innovation (E&I) or Finance Proseminar.
Required Core Courses Economic Analysis for Business Decisions Data, Models, and Decisions Communication for Leaders Organizational Processes Financial Accounting
Elective ClassesFirst-year MBA students have the option to enroll in one introductory-level elective course during their first semester at MIT Sloan. If they wish to take an elective, they may enroll in either: Finance Theory I or Marketing Management
ProseminarsIn addition, first-year MBA students interested in either the E&I or Finance Tracks may enroll in Introduction to Technical Entrepreneurship or Introduction to the Practice of Finance.
The Organizational Processes team project with Cubist provided an excellent opportunity to practice our leadership, analytical, teamwork, and presentation skills within the context of a publicly traded company. The pressure to impress our client was challenging but thoroughly rewarding, and a great way to learn.Tim Vasil, MBA 11
The Value of Core TeamworkTime and time again, MIT Sloan students cite the one-semester core as a key differentiator of their MBA experience, as well as the core team project which offers an opportunity to effect change in a corporate or organizational setting. Core team project members Adam Blake, Kanaka Pattabiraman, Wooseok Shin, Vivek Srivastava, Daniel Vannoni, Tim Vasil, and Cathy Xi evaluated employee engagement among the national sales team of Cubist Pharmaceuticals. We were a fairly efficient team, says Daniel Vannoni, MBA 11. In the beginning, we had long discussions over assignments, and everyone was respectful of differing opinions and approaches to problems. As time went on, we grew together, learned what peoples strengths and weaknesses were, and structured our work around that. In many cases, we specifically assigned people to lead things they were weak at, making sure there was someone strong in that area to support them. In the beginning, we were certainly seven individuals. But early on, we pushed hard to learn everyones goals and priorities for their experience, and did our best to make sure everything was achieved. The core team project provided an opportunity for us to deal with demanding, diverse coursework and to become adept at multitasking, adds Vivek Srivastava, MBA 11. The core provided us an excellent overview of the business world, and acted as a foundation upon which we can further learn and build our capabilities in the subsequent semesters.
Overall, my core team experience was great. My core team made up of three females, four international students, one army veteran, and one navy veteran all shared common goals for what we wanted out of the experience. Each of us wanted to do well academically, but we had a balanced approach throughout the core semester among the classroom work, recruiting, and fun. Tim Lawton, MBA 10
We have what no other place has: legacy and the spirit of entrepreneurship. It goes right to the DNA of this place, mens et manus, mind and hand its in