Higher Education and Employment

This study was concerned with the relationship between an individual's higher education and the probability of selection for employment by an organization or promotion within an organization. The bulk of this chapter is devoted to reporting the findings of the review of relevant literature performed as a part of this study. Following the presentation of these findings in the "Background" section, the problem statement, study purpose, and research rationale are presented.

In recent years, the MBA (Master of Business Administration) degree has come under attack on a number grounds (Byrne, 1991, pp. 102107). The degree itself is said by some observers to have become too focused on the financial aspects of management to the neglect of other important managerial functions (Leaner times, 1992, pp. 6566). Newly graduated MBAs are increasingly accused of being prima donnas, arrogant, and prone to make organizational judgments and decisions for which they have insufficient background and experience (McGill, 1988, pp. 7578).

Together with the criticisms of the MBA degree, reports of reduced hiring by organizations of MBA graduates have led many observers to several questionable conclusions. One conclusion is that an MBA degree is no guarantee of career success (Bauer, 1993, pp., F9, F13). In fact, the MBA was never a guarantee of career success. Rather, the degree provided its holder with a hiring advantage and with tools that, if properly applied, might wel

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one who visibly defines the limits and responsibilities of the functional areas of an organization. The outward face, thus, is closely related to the sideways face of the middle manager. Defining limits may improve the effectiveness of an organization. Defining the limits, however, may also create organizational conflict. Again, this face of the middle manager is not as easily dismissed as is the upward face of an information transmitter. Analysts and observers who predict the demise of the middle manager often do so on the basis of the upward face of the middle manager. For these analysts and observers, the middle manager is perceived as a knowledge worker (How computers, 1983, pp. 68). When middle management is perceived simply as a knowledge worker function (the upward face), it is not terribly difficult to make a case against the function. It is contended that computer technology eliminates the need for the middle manager, both as a transmitter of information and as a processor and interpreter of information. The implication is that the middle management function will no longer be required in organizations, because the functions can be accomplished by senior management with computer support. Onc

Category: Business - H