Issue link: http://www.e-digitaleditions.com/i/269179
28 March/April 2014 BizEd Biggest challenge One challenge is to develop good routines as we grow. For 50 years or more, leading schools such as Chicago, Stanford, and Harvard have developed routines in areas like research, faculty development, alumni relations, and student ser- vices. But our institution—which is representative of leading business schools outside the U.S., espe- cially in Asia—is much younger. Our alumni office and our tenure system are only a little more than ten years old. Every day we must continue to develop and refine our routines, like many growing orga- nizations with high aspirations. Another challenge we face is that we have to streamline operat- ing procedures. Asian universities are mostly state schools. In their growth phase, they understand- ably have bureaucracies monitoring activities to ensure efficiency. Like most state schools, we are making adjustments to be more efficient. Improvements are necessary, because excessive monitoring, regulations, and bureaucracy deter people from taking responsibil- ity and being innovative. All of us here are changing our mindsets and management styles to keep pace with a dynamic market. As busi- ness schools in Asia, we need to address the lack of human capital, instill the necessary drive and sense of responsibility in our people, and encourage them to take some risks. On global faculty recruitment We are attracting more faculty from outside Asia for three rea- sons. The first is what I would call the attention factor. In the past, many faculty believed that the world paid less attention to academics in Asia. If new faculty were to choose between jobs at top schools in the U.S. or at NUS, they would be more likely to choose to go to schools in the U.S., where they thought it would be easier to be successful. In the past, we had to pay a premium to compensate for this discrepancy. But as the world's economic center of gravity is quickly shifting toward Asia, our industry is paying more attention to this part of the world. More people are willing to come here. As Asia gets richer, the region's business schools are able to pay more globally competitive salaries. If faculty are especially for- ward-looking, they will say, "If I go to Asia, 20 years from now when I'm at my peak, I will be at the cen- ter of the world's attention." The second reason is the chal- lenge factor. Faculty in the U.S. and Europe are, in many respects, tweaking what is already there. But in Asia, faculty are dealing with new challenges. We are beginning to see more people who are curious and who want to make a signifi- cant impact choose to be here. The third reason is the market factor—the "thickness" of the mar- Striving in Singapore Bernard Yeung is the dean and Stephen Riady Distinguished Professor in Finance and Strategic Management at the National University of Singapore Business School. Like all business schools, we consciously pay attention to diversity. We want our classrooms to integrate students from all over the world. ETS — Listening. Learning. Leading.® Copyright © 2013 by Educational Testing Service. All rights reserved. ETS, the ETS logo, LISTENING. LEARNING. LEADING. and GRE are registered trademarks of Educational Testing Service (ETS). All other trademarks are the property of their respective owners. 21954 gresearch.ets.org Reach prospects who have demonstrated graduate-level readiness through their GRE ® test performance. Select from about 30 criteria to EXPAND your pool or REFINE your recruitment strategy. • Be cost efficient in your recruitment, knowing they've already taken a decisive step toward pursuing an advanced degree. • Identify potential candidates using GRE® score bands and UGPA academic performance criteria. • Recruit a diverse class for graduate or business school programs using demographic and geographic data, academic disciplines and more! Decisive Step. Readiness for Graduate-level Work. Proven Skills to Succeed. ONLY with the GRE® Search Service. Powered by