2006 Archives

For many years I've run my own host for this website. Well no more. I'm now using those nice people at A2 Hosting. I was put on to them by Merlin at 43Folders.

So, far so good. They've been very responsive (every time I wanted a new Perl module added, etc). The only problem I'm having at the moment is getting Django working (as the don't support mod_python)

Consequently, I've abandoned my implementation of GTD and started to use Tracks which is a Ruby on Rails implementation. I don't know Ruby (and I don't really have time to learn it), but Rails is well supported by A2 Hosting.

I orginally started to use Django because I wanted to write some on-line survey instruments. However, I seemed to have become sidetracked with porting my old site to Django.

Well no more.

There is nothing wrong with the existing MovableType platform. So, it is back to business as usual.

I briefly talked with members of the Finance class (BUSADMIN 765 ) last night. They raised some interesting points, especially the desirability of the level of assessments being consistent throughout a course. In particular they were expressing a concern that on-course assessments should be at the same level of difficulty as final (examination) assessments.

Putting aside the difference between formative assessment (those designed to help the student develop; e.g. most on-course assessments) and summative assessments (those designed to assess the students level of achievement; e.g. examinations), the call for consistency of difficulty seems reasonable at first blush. However, this is not always desirable (or even achievable).

For example, let's look at the strategy course (BUSADMIN 768) that I taught earlier in the year (targeted at the same type of students). In that course, where assessment takes place each week, I clearly indicated that as students became familiar with the type of assessment (participation in case discussions) the bar would move up each week. Indeed, in such strategy classes, I always tell the students that what might be considered good work in the first week is likely to be considered only average or poor by the standards reached at the end of the course. In this class, as students become more accomplished at strategising (and getting their point across) our expectations (and standards) rise.

However, this isn't always the case. With different types of assignments, say essays and presentations, some students will be better at one type than the other -- this can be related to their preferred learning or communication style. Consequently, a students performance might vary over different types of assessment. This is often true in examinations where the examination is of a different type of structure compared to a take-home assignment. If someone has a more reflective learning style, they may not do well in the time-limited format of an examination.

There is also another factor that needs to be taken into account. It is hard to design assignments that are reliably "difficult". For example, when designing a multiple choice question (to be part of a test bank), I will often test it and analyse the results over several iterations and hundreds of students. I'll use
TestGraf to perform the analysis to ensure that question work in an appropriate (intended manner). Even with all my experience in writing multiple-choice questions I will still (occasionally) produce one that doesn't work in some way. For example, I have in the past accidentally produced questions that high performing students do poorly, whilst low performing students get it right. Clearly not the desired outcome.

All this means that assessment setting is not an exact science -- there are a number of things that may intentionally or accidentally get in the way of providing assignments that are 'consistent'. Most of the time this is managed in the marking processes across the whole range of on-course and final examinations. But sometimes, this results in students feeling "mistreated" by assignments. However, usually, when this happens the final spread of marks is sensible -- neither the examiner, the assessor, or the Head of Department who signs-off on the final grades would do so, if things were wildly out.

Entry in to the Auckland MBA™ programme, and progress through the programme is regulated by the use of average grades. For example, to move from the first year of the programme to the second year, one needs to achieve an average grade of B or better. Likewise, to enter the programme from the Postgraduate Diploma in Business, one also needs a similar grade.

As I've discussed elsewhere the combining of grades is not straightforward, and consequently neither is "averaging".

So how do I do it when looking at the grades of students. As a pragmatic response I look at both the mean and the median. The advantage is that the median reduces the impact of outliers, but there are problems with the median when the marks are quiet divergent. Overall, I'm looking for the central tendency ... is the student really a B student (or better). So, like most things it is down to a bit of math and some good judgement.

I've mentioned elsewhere that I've been moving over to Django as my "platform" for blogging, and so on.

We'll I've now started the process of importing the entries in my old blog to this new one. At first I thought I would do it by hand, but with more that 200+ entries, I thought I would try an automate it. So, a couple of python scripts later the data was pretty much transfred across.

Alas, I've choosen to use a different (reduced) system of tags now. So, I didn't automate the transfer of tags. I have, nevertheless, gone through all the old entries and amend the tags. All I need to do now is port the images to the new system and check all the links are working.

I'll do a final sweep to make sure that the Textile formating is working okay, and then I'll make the new system visible to all.

Over the years I've used a number of approaches to managing my content.

  • Hand crafted static HTML files
  • static HTML using Frontpage and NetObjects
  • PHP driven content
  • Zope
  • Movable Type

And now I'm using Django. And so far I'm pretty pleased, although I would like to get WikiText (or something like it) working.

This was the last file that we sent to see at the film festival. Maybe I don't get French comedy, but I found the end of this film incompressible. It started off with a good premise, and some interesting ideas, but overall it is a stinker.I'll give it one star out of five.

I do enjoy podcasts. One of the best ones I've found is done by the folks at Manager Toos. Their podcasts provide a wide range of behaviours that managers can implement to improve their effeictiveness (and efficiency).

If you want to be a better manager -- and you want to improve in bite size pieces, then Manager Tools could be the site for you.

How do you know you have a world-class business school. When the Dean can do something like this perhaps?

That was the Dean of Columbia Business School taking the mickley out of CBS alumni, and current FED chairmen, Ben Bernanke.

{Oh, I shamelessly lifted this from Manu's blog]

I received and email today from Baris to let me know he has a blog. Baris was one of the students from Maastricht University who competed in the MMICC in March this year.

His site lead me to Manu's site who was also part of the Maastricht team.

The interesting thing about the Maastricht team was that many of the students were from Germany (rather than the Netherlands). That's a bit like our own Valeria Biurrun and Christian Zaum, who I think are also Germans who studied at Maastricht (and are now studying here at Auckland).

They, Valeria and Christian were part of the team with Lincoln Kyne, Pravin d'Lima, and Barbara
Wilkinson that competed in the regional round of the BCG case competition. Alas, in this postgraduate compeition the two teams that were placed were from AUT and Cantabury.

Dar has asked me to set up a Wiki for his current MGMT 301 (Management Theory & Practice) and MGMT 329 (Advanced Theory & Practice) classes.

Well its done and now the site Bad Dog is up and running.

The name of the site came from one of the symbols/characters used in the simulation ... which we lovingly called "Bad Dog" (it is a picture of a dog after all).

I hope current (and former) students contribute to the wiki.

Last movie of the weekend was Keane. Overall, I found it slow and overly long (maybe the two are connected).

Two out of five stars.

So, having watched The Method we rushed down to the Civic for the 21:15 showing of The Science of Sleep. As we were waiting for the film to start, I made the comment that the seats at the Civic are much more comfortable than those at the Sky City Theatre. The people sitting next to us piped up and agreed. Talking with them, it seems they are going to 35 films during the festival. Wow! What stamina. However, they reported that there is someone who is seeing over 60 of the films.

Back to the film.

With films late in the evening you need something that is going to keep you attention, and this one did.The "TV Studios" set where Stéphane plays out/creates his dreams was wonderfully kitsch. I also liked the way the film drifted between French and English in quite a seamless way.

Being a French film, it did have the French J ne sais quoi about it, which I always find endearing.

For this film, I'll go with three out of five (worth seeing).

One of my favourite film genres is "get the guest". I also enjoy films that have a few twists in the plot. So is it any wonder that I really enjoyed the Spanish Argentinian co-produced El Metodo (The Method). I wonder how long it will be before Hollywood does a remake.

At times the film felt a bit like a play (as does Six Degrees of Separation) but that doesn't stop the movie from holding your interest for the full two hours of running time (as did Six Degrees).

The plot revolves around a group of managers who are applying for a job at a corporation and the novel selection method they use to decide who will be hired (and, of course, who won't).

I'll give this movie five out of five.

For an OB perspective or a HR selection perspective, this film could be the basis for a whole course.

As it happens, we me Natalie at the theatre (those seats are awful). Anyway, Natalie is doing some work for the festival and as we went in, she laughingly suggested that perhaps she should be doing Recruitment and Selection as her MBA research project. Having seen the film I can understand what she was getting at.

It's going to be a busy weekend. We're seeing five movies over the weekend. Today started off with more animation at the film festival.

The two best films were Der Propellervogel and Moongirl. Kazkaheutte was pretty good too. The audience (mainly children) seemed to enjoy them all (and enjoy them immensely).

I've replaced my old phone. My Nokia 6310 has been retired.

I tend to only use my phone in the car (with a Blue Ant car kit) but I've always wanted to use the old Nokia with my laptop. Alas, the bluetooth implementation on the Nokia seems to be a bit flaky to say the least. Firmware upgrades, new PC software had no effect; the connection to the PC was always difficult (aka impossible).

Everyone else around me seems to be getting new phones (and the Motorola Razr seems particular popular), but all I want is a phone that does bluetooth well and that I can manage through my PC. I don't particular want a camera, play games, download, ring-tones. Bluetooth is all I really need.

Anyway, I was passing Cool Mobile in the city and went in and had a look at their parallel imported products. I was pleasantly surprised to bump into a former MGMT 101 student working there. The end result is that I've brought a Sharp GX17. Not a new model by any means. Not G3. But I think it will do want I want it to do.

Being an impulse buyer, I didn't stop to check the price with Vodafone. After the event I found I could get it $20 cheaper through Vodafone. Que sera.

Still at the festival ...

This movie is a semi-autobiographical piece by Richard E. Grant recounts a his life in Swaziland. Not only did he write the screen play, but he also produced and directed it. Apparently, his real mother (played in the movie by Miranda Richardson) thought is was a good movie too (if I remember the Five Live interview). There is some really fine acting in this movie. I particular enjoyed seeing Emily Watson as Ruby -- but the whole cast was pretty good.

Oddly, the cinematography of Swaziland (I think it was filmed there) reminded me of the Wairarapa on a hot summer's day. But then, I've often thought that the Wairarapa was a bit like the African veld (and yes, I've never been to the African veld, but I have been to the Wairarapa).

Overall, four out of five stars.

I should start by saying (no pun intended) that I was already warm to the idea of global warming. So, this film (doco) about Al Gore and his crusade to inform the world about global warming fell on fertile soil. Judging by the applause at the end of the movie, most of the audience were also 'converts' (or had their opinions re-enforced).

Al comes across as an excellent speaker (and would you expect anything less of a presidential candidate) and someone who is passionate about the topic. He's also a Mac user -- perhaps that's why he never got into the Whitehouse.

Anyway, I enjoyed the movie. Overall, 3 out of 5 stars.

Having said that, it was emotionally laden and I know that I (and others) would have liked a bit more science and perhaps a bit more of a debate -- but then again it didn't really set out to be an unbiased discussion of the issue.

Despite my average rating, I do think that this move is an important work and probably should be seen.

The website that is mentioned in the movie is www.climatecrisis.com

I haven't read the book so I can't make any comment about the accuracy of this movie. What I can comment on is how much I enjoyed it; and enjoy it I did.

I know that Mark Kermode like the movie (I listend to the podcast) so I was expecting a good movie, and I was not disappointed. This movie will be one for my DVD collection.

The cast was impressive. There were so many names and faces that I recognised from elsewhere. The lead characters Steve Coogan and Rod Brydon were very funny. There impressions of Al Pacino had me laughing so much I though I was going to hurt myself.

Given the very english cast, this is a BBC movie afterall, I was surprised to see Gillian Anderson in something more than a cameo role.

Overall, 4 stars out of 5.

I've been a fan of David Allen's system for getting things done or GTD for some time.

Up until know, I've been using the add-on for Outlook. It's worked pretty well, although I have experienced some instability with Outlook (but then again, who hasn't).

I'm spent a bit of time over the weekend rehashing David Avraamides's code to work for me. It's been fun making the changes I've needed (mainly cosmetic), but is seems reliable enough for me to move all of my tasks out of Outlook.

It's also been a great opportunity to tidy up and generally sort out my tasks. After a while some crud does collect in there. That's probably because I don't do my weekly reviews the way I should.

The first film of the film festival (for me any way) was Animation Now; a collection of "animated gems"1. I agree with someone else who was there, who said it wasn't as good as last year.

Nevertheless, there was some good material. The best of the collection were:

  • McLaren's Negatives: I liked this as it gave me a better insight into how some forms of animation are done
  • Son of Satan: I bet those who confused this with Animation for Kids regretted it. An interesting exposition of violence.
  • The True Story of Sawney Beane: A lovely Scottish tail of cannibals.
  • At the Quinte Hotel: After all, I am a sensitive man as Al Purdy puts it.

Although judging by the applause, the audience also liked In My Day

The film The Man of the Hour started of really well and then lost the plot (well, lost me anyway).

All in all, well worth seeing.


1 Their words not mine.

Last night we held a get together for the current MBA cohorts. Once again we held it at the Northern Club.

It was so nice to see such a large turn out of "MBAers" and their partners. Talking to some of the partners (I didn't manage to talk to everyone), it is apparent how much support they provide to those undertaking the Auckland MBA. Consequently, I always like to thank the partners because for many of the participants, they wouldn't be successful with out that support. That's congruent with my own experience -- without Lisa's support when I was doing my MBA (class of 1995), I would have found the experience much harder.

That implies that those with out partners have a 'harder time' doing the MBA, and think that is probably true. It is very important to have good support at home and at work.

The choice of using the Northern Club is somewhat controversial. It is clear that for some participants (or more correctly, non-participants in the evening), the values associated with the club, and the way those values are manifested in the dress code, makes it an undesirable venue. I hear that some of the class held their own dinner that evening at another venue. Whatever the 'politics' around that, I think it is a good thing that that they got together in that way.

It is now clear how much impact the orientation activity, The Pursuit, had on the recent (Winter) intake of participants. As a team building exercise, it has worked very well. We (Darl Kolb and I) will have to start planning for the Summer intake. It is also clear that had participants had foreknowledge of The Pursuit, they would have set up things in advance -- which would have been somewhat counter to the goals of the exercise. So, we'll have to keep the exact details of next year's Pursuit a secret.

I had lunch at Khao Thai yesterday with David Thomas and Yunyeong Kim. Both berated my lack of blogging. They're right and so I will (particularly with the film festival coming up).

I don't know about everyone else, but I prefer to use a markup scheme when writing rather than a WYSIWYG editor. It's just that I prefer to see the layers behind the presentation. So, I've abandoned the WYSIWYG editor I had been using and gone back to Textile.

Alas, I've also been using WikiText and I've found I prefer that system to Textile. All I have to do now is to find a way to get WikiText working here.

Well, despite some encouragement from Chintaka, and some inspiration from Anja, I'm still not doing much here. Having said that, I should mention that things are pretty full on at the moment.

After my entry on grading, I was surprised to find that the topic came up at the recent Board of Studies for the GSE. More particular, we had a very robust discussion on grading-on-the-curve. No doubt we will be continuing that discussion (as we always do). I think it is hard to work at any educational establishment without the topic arising from time to time.

I'm not sure if that is a symptom of the fact that both systems (norm reference and criterion referenced) both have their shortcomings, or if it a sign there is little to choose between them :)

I had a long talk with a student last week. We talked about a number of things including my role in the Auckland MBA programme, and how grading is done. I've done a lot of thinking about grading over the years, and so I thought I might start putting them down in the hope that I will eventually turn them into a paper.

I'll start by saying that in my opinion, grading is not an exact science. But nevertheless, it is a system designed to produce reasonable consistent results. My personal view is that in an overall sense, it is difficult, if not impossible to reliably measure a student's achievement to 3 significant figures. Indeed going beyond two, procedures an illusion of accuracy; and for some, going beyond a single figure is stretching the credibility of the system -- but, as will be seen later, such talk of figures may, in themselves, be nonsensical.

A simple definition

Grading is a process of evaluation whereby a student's work is assessed and given a grade. Student who completes a course typically ends up with a series of grades that are then combined together to produce a result.

There are a number of approaches to grading. The two most prevalent are norm-referenced grading, and criterion-based grading.

Norm-based grading

In norm-based grading, students are ranked relative to the performance of others in the class. It is also known as grading on the curve, and this name arises from the way in which grading is achieved by fitting the ranked work to achieve a normal distribution (the classic bell-curve). The consequences of norm-based grading include:

  • Increasing competition within the class and this can result in higher performances
  • Increased pressure to perform, and this can result in higher levels of plagiarism, cheating, and other undesirable behaviours.
  • Relatively easy to administer and implement
  • The final grades are meaningless; they are a measure of ranking rather than of absolute performance
  • Competitive forces discourage collaboration and peer support, and can even lead to sabotaging of peers' work

Nevertheless, norm-based grading systems are widely used, particular in the United States.
For me, perhaps the most significant problem of grading on the curve is the meaninglessness/arbitrariness of the curve. There are few good explanations as to why any given class should produce a normal distribution. I.e. compare an open entry first-year class with an invitation honours class -- why should the grade distributions be at all similar? Further more, as with other systems, calculating the overall grade, effectively adding curves effects together, doesn't seem to make much sense.

Criterion-based grading

In criterion-base assessment, work is graded against a scale that is determined before the assessment. This is the system that is used throughout much of the University of Auckland (and, dare I say endemic throughout much of New Zealand's education system).
The consequences of this type of system are:

  • It provides little information about the relative performance of the student (it's interesting how often a class asks for the grade distribution so that they can see their relative performance).
  • It reduces competition between students.
  • It allows many students to achieve the same grade, i.e. if 30% of the class meets the standards for an A+, that is what they get.
  • The objects/scales can be mis-targeted and either is set too high/low, or measure the wrong things, or not measure all that is needed.
  • and as said elsewhere, "Because of tendency of learning expectations to be mismatched with real learning outcomes, encourages ad hoc grade adjustments, thus contributing to meaningless grades." (http://depts.washington.edu/grading/plan/procon.htm).
  • and, also from the same source "Unduly constrains curriculum development by discouraging the use of very short assignments and/or by encouraging teacher to force exam or assignment to fit into point system easily calculated into scale."

Overall, both systems have strengths and weaknesses (and it's nice to know what they are). Most of the rest of this entry focuses on Criterion-based grading.

The use of broad criteria

Here, the broad grading list looks something like this:

Grade<Description
A+Rare, outstanding+
AExceptional; beyond what was expected
A-Excellent
B+Polished, very good
BCovers everything expected; comprehensive; demonstrated good understanding
B-Good coverage, minor flaws
C+Demonstrated adequate understanding of the fundamentals but some gaps
CSome understanding, but gaps
C-Just adequate1
D+Inadequate, lack of understanding
DVery inadequate, lack of understanding
D-Very poor

Neither part of the grading list is without some contention. For example, the plus/minus system (e.g. A, A+, A-) is not universally accepted. Until quite recently some well know institutions, such as MIT and Stanford2, only used the letter grades (e.g. A, B, C, etc). There are a number of arguments as to why the plus/minus system should not be used. These range from concerns about the impact on increased competition between students, through to concerns about the reliability of accurately distinguishing between the letter grade itself and the plus/minus3.

The verbal description may also be considered contentious4, and from time to time faculty do discuss5 the exact meaning of these descriptions. Nevertheless, they are what have been accepted by the institution.

What is clear from this list is that grades represent an ordered series of categories. As soon as one accepts this, a number of issues arise.

  1. How does one combine a series of grades to arrive at an overall grade?
  2. How big do we expect the categories to be?
  3. Are the categories a relative measure or are they absolute? I.e. Is "Just adequate" for a first year undergraduate student, the same thing as a for a final year masters student?

These are not trivial matters, and they have major impacts not only on students not only in their results, but also on the amount of effort they put in to their work.

Combining grades

For the moment, let's assume that student's achievements can be reliably assessed and appropriate grades awarded. How does one take a series of equally weighted grades, say A, A-, A, A, and arrive at a grade that truly represents the student's overall achievement? Remember, these are categories - it's like saying we have three apples and a pear, what do you have overall? (Or maybe it might be like saying we have three fruit and one vegetable).

In the previous example, is the student an A student or an A- student overall? Many of the systems that rely on assigning a mark to the grade and then finding the central tendency result in the student having an A- (if averaging is used) or an A if the mode is used. Common-sense seems to call for an A for me. But whilst common sense works here, if there are more grades or a more varied distribution, what then? Well, many people use the mean (average) to calculate the answer, but I would suggest that the mode is much more appropriate. Try it out; make up some patterns of grades and see which method gives you a final grade that seems to be the most sensible.

But, in doing all of this work, we have ignored the question of how we assign grades in order to do these calculations. Should it be A = 3, B = 2, C = 1; or should it be A = 10, B = 5, C = 1. In other words, how much harder is to get an A than a C?

Anyone who flicks through their academic transcript, or who asks, will soon know that here we have the following scale for calculating Grade Point Averages (GPA).

GradePoints
A+9
A8
A-7
B+6
B5
B-4
C+3
C2
C-1
D+0
D0
D-0
Anything else0

Whilst this conversion is used for 'summing' grades between courses, most departments use an entirely different scale6 if they need to do 'grade math'. However, the use of such scales for within course calculations seems to be falling out of favour because they tend to encourage some students to focus on the 'grade math' rather than on the learning. I.e. was my C grade 52 or 54. Of course, this problem also exists within an assignment, where individual components7 are assessed; how should they be aggregated?

As one might notice, we are already a long way away from discussing the actual performance of the student.

Conclusion

At the end of the day, the goal must be to have lecturers that can (in a reliable and consistent manner) say "In my opinion, based on the work that was submitted8, this student is an X", where X is some grade value. No grading system can be perfect, but through the use of good judgement, most lecturers can be (and are) consistent9 in the assessment of students performance (but, of course, some students will always dispute that).

As a final note, a number of schools, particular in the United States, have grading policies that seem to boil down to "Having looked at the assignments, plus anything the lecturer might additionally include (but not have mentioned) the final grade will be given".


h2. Some example policies (TBC)

Here are a few policies gatherd from the 'net.

After the average grade for each student is computed numerically using the weighting listed above, Prof. Farhi will discuss those students who are just a point or two below the grade borderlines with the recitation instructors and tutors. On the basis of this discussion, Prof. Farhi may use his discretion to push a small number of students above the borderline. The most common reason for such a grade increase is the case of a student who has shown very significant improvement during the term. (MIT)



Footnotes

1 Grades below C- are failing grades. I.e. D range grades are restricted to work failing work.

2 Apparently, MIT have moved to using the plus/minus system internally, but students' transcripts only report letter grades without the plus/minus.

3 The argument often goes along the lines of "A lecturer can reliably distinguish between an A student, a B student, a C student, and so on; but moving to plus/minus grades introduces greater unreliability into the system and promotes a false sense of accuracy."

4 For example, what exactly does Just adequate mean?

5 These discussions must be recognised for what they are; not sources of disagreement, but a way to build a shared understanding of what each grade actually means. It produces a tacit, rather than an explicit knowledge.

6 One popular scale, has a A+ as > 90, A > 85, A- > 80, B+ > 75, B > 70, B- > 65, C+ > 60, C > 55, C > 50, D+ > 45, D > 40, D < 40. Notice the non-linearity in the scale

7 Whilst rubrics are often seen as more useful, they also have their own pitfalls. Firstly, they often fall into the "addition of grades problems", and rare (if ever) do they provide an exhaustive list of attributes.

8 Assessment is meant to be based on what is being assessed, and not on the effort that went into it (unless that is explicitly part of the assessment).

9 There have been a number of tests to see if this is true. As with much research the results are mixed, but overall the evidence supports the assertion.

Where customer strategic value will be increased by combining products and/or services from a building supplier, the supplier that organises so as to recognise and adjust to the customer strategic needs by offering an optimal package, will be able to bid a higher price, competitors not combining their offerings in such a way, and yet offering similar strategic value to the customer and record a similar probability of success i.e. the integrated builder will make a higher expected profit.

A firm that is organised around disciplinary lines, will realise less profit from jobs thatn one organised around markets.

i.e. A disciplinary firm will tend towards commodity work, and treat most of its work as such. A market firm will treat its markets as a change to add value and thus can command a higher premium..

I'm working on a few projects at the moment.

Firstly, I'm setting up a couple of Wikis. One I'll use to create a resource for students doing the MBA Research Project. The other will provide an overall guide The Auckland MBA™ programme.

Secondly, I'm playing around with podcasts. I think it might be a useful way to promote the MBA programme to potential students, and keep exisiting students informed of what is happening.

Both the Wiki and the podcasts have fairly steep learning curves. Besides get the necessary software set up (MoinMoin for the wiki, and Audacity for recording and editing the podcasts) the issues of how to structure both are quite interesting. For the Wiki the issue is one of loose-tight structure; afterall the site can be edited and structured by almost anyone. For the podcast, whilst there are some fairly specific "rules" on the format, selecting and creating the content is tricky (given the structure).

 

I had an interesting and thought provoking email from a student regarding the choice of Argentina as the destination for the trip that takes place as part of the International Business (IB) course. He said:

Sorry if I sounded dismissive of your enthusiasm for South America. I am sure that you have a good plan in place. But I do believe strongly That the plan should surely be based on what to do first, rather than where to do it ...

I personally would be very excited to visit South America ... But I would be somewhat uneasy that you perhaps cited some exceptions of trade there proving the rule that NZ's isolation really places its trade base first in the Pacific Rim (which of course includes quite a bit of S America before you say it).

I hope to make links throughout the MBA course within and beyond NZ in the hope of using them into the future for careers, business, etc. I kind of figured that the natural 'address' of such links would be closer to SE Asia, China, India, Malaysia, Indonesia, or the US before Argentina. Perhaps you are performing the function of broadening my horizons.

Not that I am anti your plan - as I say, I am sure there are good things to do and good bases for the trip. ...

The student is asking an excellent question, "What is the purpose behind choosing Argentina?"

I think the "what to do" is well understood; but within that framework there is considerable flexibility as to "where to do it". That doesn't mean that the two parts, are independent of one another; they are also interlinked. As I outline my thinking, I hope that this becomes apparent.

I may be being defensive, but my use of examples in Chile and Argentina were intended show the plausibility and practicality of having a relationship with those countries, whether it be through trade or FDI, etc., rather than to say they were a natural choice. Perhaps, I could have said more that that, and so I welcome the student's email as a chance to expound the choice of Argentina.

Let's begin by looking at the "the natural address" for such a trip. That is to say, on the basis of trade, where are the links between NZ and the rest of world. Grabbing the first set of figures I could find (2004), the pattern looks like this:

Exports: Australia 21%, US 14.4%, Japan 11.3%, China 5.7%, UK 4.7%
Imports: Australia 22.4%, US 11.3%, Japan 11.2%, China 9.7%, Germany 5.2%

On that crude basis it would seem that the natural address would be Australia or maybe the US. But, when you look at individual industries (let alone individual firms) the pattern is quite different. I'm sure if we were to consider each student's firm and their probable strategies, there wouldn't be an overall natural choice of destination. (And so, maybe going for the 'aggregate' natural address isn't a bad idea.)

Given a specific firm's unique situation, to load the dice by saying that there is a 'natural linkage' may lead to problems. Albeit based on anecdotal evidence, I feel that too often New Zealand firms move into Australia because "that's what everyone one else does", rather than having a clear strategic purpose in doing business with that country. CER and other free-trade deals are great if there is a strategic advantage in trying to build a strategy around them1. For example, yesterday, I was talking to a CEO who is in exactly this predicament, and is the process of unwinding a decision his predecessor made to enter Australia. Even though Australia is our largest trading partner (and probably will be for some time) it behoves a strategist to consider other alternatives too2.

But before looking in any more depth at the 'natural addresses' for the IB trip, I wonder:

  • To what extent should the IB trip mirror that pattern of export/import activities?
  • What allowance should be made for the anticipated future trends in trade relationships?
  • Should we help students to consider other "non-traditional" areas where NZ might be able to exploit an advantage?
  • To what extent are the experiences and learning from the IB trip/project transferable to other international contexts?

Taking such questions into consideration seems to expand the option set rather than narrowing it down.

But, the last point is probably the most important. I would hope that the IB course gives the student ways to understand the wider implications of doing business international; rather than a narrower, for example, "How do I trade with China".

Pragmatically, I know that the preference for some of the class is to go to China, others to the US, and so on. I also know that, unsurprisingly, the educational objectives behind our choice of destination, and students (sometimes focusing on the more immediate needs of their firm) result in different "answers".



Footnotes

1 Perhaps a discussion of macro strategy, as pursued at a state to state level, might be useful here.

2 Remember Ken Simmond's comment that 4 out of 5 firms have value destroying strategies.

Today, I had to stand in for Darl (who had to go overseas rather unexpectedly).

It was nice being back in undergraduate teaching -- it was a warm comfortable feel (for me at least). I wonder how they felt about it. The first couple of weeks of Mike's Bikes is often a shock to the system.

As prep, I re-read the readings for this week -- a piece by Daudling (1996) on Reflection for managers, and good ol' Kolb on his learning cycle. I also went back and looked at some of the excellent journals that were done by Amit, Kelly, SV and others. Ah, happy memories.

After class, I had a really interesting talk with one student (and a couple of others who largely just listened) about doing journals. I worry that I made her feel that I thought finance was dull -- that isn't true -- nor was it my intent. What I was trying to get at was the essence of good journalling (see also journalling). I remember the hours I spent one year working with an engineering student trying help him "get" journalling.<

The introduction of consultants: The message I was trying to get across today, is that the successful firms (in Net Mike and often in business) are those where the management team have good processes in place. Whilst in the short-term wiz-kids might be able to produce extraordinary returns, a team with good processes will normally out perform them. So, the process consultants should add a lot of value to their teams if they use them well. I need to trust my instinct with teams; I had suspected that there would be difficulties, but I hadn't been able to articulate the logic behind my nagging doubt. What I realise now is how difficult it is for the new teams to shift their focus from one another (who are very immediate and present) to the consultants who are distant and remote (and often delayed). I think I need to find a better model than this next time. Perhaps the teams could form, and then they seek to make contact with the consultants later in the week.

Taking about instinct, I caught myself making some huge assumptive leaps with people and teams. That's a bit of a talent of mine, but sometimes I think I make leaps that are too large. Anyway, I'll find out in the coming weeks when I visit the teams (from time to time). I was talking to another student about this and about how quickly we make judgments. Any way I mentioned a book, and I thought others might find it interesting. It is:

Goffman, E. (1971). The presentation of self in everyday life. Harmondsworth: Penguin.

The author's blurb on the front say exactly what the book is about:

I shall consider the way in which the individual in everyday work situations presents himself and his activity to others, the ways in which he guides and controls the impression they form of him, and the kinds of things he may and may not do while sustaining his performance before them.

I also mentioned David Thomas's thesis:

Thomas, D. (2002). Defining the oubliette: Simulated business practice.

His piece on events as cues or clues is really quite good (and I think it was his orginal idea too).

There were a few questions about team agreements. I've talked about these once or twice before. At the beginning, journals are often hard to do. With practice (and dare I say) with age, we get better at reflection and hence better at journalling.

Oh, well, as often happens I've spent more time than I intended going on about MGMT 301. however, it is nice to be writing here again.

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