Broad MBAs Experience Higher Level of Learning

Broad School MBAs now experience a new level of learning that is unparalleled by other MBA programs. John Hollenbeck, PhD, Broad professor of management, has developed two new courses, Management 840 and 808, that challenge students in a way that is unique to Michigan State University. In addition, students are experiencing the MSU Team Effectiveness Research Laboratory (TERL) for the first time through these two courses.

Federally funded by the U.S. Department of Defense, TERL was established 10 years ago when MSU was selected to be one of several institutions to receive funding for team training, team evaluation, and team research. MSU joins the company of Carnegie Mellon, the Naval War College, and the Naval Post Graduate School to conduct research exploring common questions using difference paradigms. The results from each institution are reported back to the U.S. Navy for use in examining the interplay between theory and practice, and then applying the conclusions to real-life command and control situations.

“Our research is based on large-scale experimentation with two sets of 100 teams trying to solve common problems using different techniques,” said Hollenbeck. “This collaborative research project is like a baseball team; we each have our own unique role, but together we play the game.”

Much of the research and experimentation that takes place in the lab directly applies to business decision-making models. “We realized that TERL could be used more for continuing the teaching missions of the college, not just the research mission,” said Hollenbeck. “As a result, Management 840 and 808 were developed.”

A New Method of Teaching
Unlike the typical teaching style of readings, lecture, and case studies, these two courses use command and control military-based computer simulations that represent classic problems in the areas of team building and leadership. As the basis for their experience, students have access to computer networks in TERL that are loaded with closely supervised, unclassified simulations.

In Management 840, which is designed for a small number of second semester MBAs, the focus is on individual leadership. Students experience the effects of team building, organizational structure, and interpretation. To begin, students select 10 prospects from a pool of 500 people who have participated in TERL research and whom they think would make the “best” employees. Students then have to recruit four of the 10 to become part of their paid labor force. Once the employees are hired, the games begin.

Creating an Organization
At the onset, students have to make decisions about whether to set-up their organization with pure specialists or four generalists; they continually have to decide whether common team goals or individual reward incentives are more important when making decisions; and they have to interpret the effects of the environment versus the individual with each simulation. The degree of difficulty increases with every new simulation, each of which requires the student to train, motivate, problem-solve, and provide feedback to their employees.

At the completion of the course, students form a personal development plan based on feedback from team members on their reaction to each simulation and individual leadership abilities. Additionally, debriefing sessions are held weekly that allow students to learn from each other's experiences.

“Management 840 is an experience in human dynamics,” said Brian Maue, Broad MBA and captain in the U.S. Air Force. “It's all about the interaction of motivation and performance among team members. Ultimately, the team lab experience builds better individuals and improves a Broad MBA graduate's ability to do what businesses want most—to win.”

Teamwork Approach
Management 808 is similar to Management 840 in that students have access to TERL and the military-based command and control simulations. However, the focus of Management 808 is primarily on teamwork and MBA students themselves form the teams rather than a paid labor force.

The teams work together on exercises focused in the areas of team building and leadership. Some of their experiences include effectively decomposing complex tasks into individual components and then assigning each component to the most appropriate team member; developing trusting working relationships; leading and motivating team members in difficult situations; making and implementing decisions; managing conflict resulting from differences in values and areas of expertise; and helping teams adapt to unforeseen changes.

Peer Review
At the end of the course, students receive anonymous survey feedback from their peers on strengths and weaknesses when working in a team context, as well as future leadership potential.

“Rarely is one's self-image tested as it is in these classes. Students are forced to ask themselves, ‘what can I do to improve?' ” commented Hollenbeck. “No other school sets up simulations like this. Because of federal funding, our MBA program is the only one in the country that can teach students using these types of real-life challenges.”