Graduate School of Business, Universiti Kebangsaan Malaysia, Malaysia

1. Management Accreditation Review Results

In essence, UKM-GSB has taken sufficient efforts to review the current status of its MBA program. However, there are several issues that the School needs to consider.

Chapter 1: Mission Statement

As indicated in SER, several issues have been identified by the PRT. Firstly, the School needs to reconsider its mission statement as it is too general and does not specifically reflect the specifics of the postgraduate students that it would like to nurture. Secondly, the existing mission statement was formulated without taking into consideration the views of stakeholders i.e. industrial forum, external reviews, and visiting professors.

Chapter 2: Educational programs

The SER report does not state clearly how the School measures and achieves the learning outcomes of the MBA program and whether its curriculum is designed systematically to realize its mission statement. The School also recognizes that it needs to accommodate the students’ and external (industry) perspectives in the curriculum review process.

Chapter 3: Students

Based on Tables 9.0.1 and 9.0.2, the number of students enrolled has declined especially for foreign students, which is explained by the School as a consequence of the strict immigration process that the international students need to adhere.

Chapter 4: Faculty

UKMGBS does have sufficient and qualified academic staff.

Chapter 5: Supporting staff and infrastructure

Based on the SER report, the PRT found that the School has sufficient supporting staff and appropriate infrastructure to maintain a conducive learning environment. The only minor issue is the lack of communication of the administrative staff who deals with students and visitors.
“ABEST21 hereby certifies that the Master of Business Administration, Graduate School of Business, Universiti Kebangsaan Malaysia, Malaysia has generally met ABEST21 Management Accreditation Standards and the quality maintenance and improvement of education and research in the Master of Business Administration Degree Programs are assessed as good. The School’s KAIZEN plans are good and quality maintenance and prospects for the improvement of education and research are promising. Accreditation commences April 1, 2015 for a five-year period.”

2. Good Practice in Management Education
“Cooperative Learning via Interaction and Corporate Entrepreneurship Boot Camp”

Apart from the issues identified for the improvement in the SER report submitted by the Graduate School, there also appears to be a good practice in management education that the PRT members found to be unique – namely, cooperative Learning via Innovation and Corporate Entrepreneurship Boot Camp. This is a unique workshop conducted for the new MBA students of UKM GBS. Before starting classes, new MBA students are asked to attend this workshop for about a week in which they are exposed to several modules that will equip them to be innovative and entrepreneurial. At the end of the workshop, as a team, they are required to develop a proposal and make a presentation on the ideas proposed. This learning process ensures that the MBA students become responsible for their learning and development. In addition, the method allows developing their thinking, analytical and communication skills and appreciate working with and learning from their peers.

3. Matters to be noted

In essence, the School must have the proper mission statement for the MBA program to ensure that the program outcomes are realized. There are also other issues which may be addressed by the School:

Chapter 1: Mission Statement

  • What is UKM-GSB’s Action Plan for the three years (2015-2017)?
  • What are the financial strategies of the School?

Chapter 2: Educational Programs

  • The School has AOL in place, but how does it use the feedback from this mechanism to improve the curriculum?
  • Audit reports on the AOL are advisable.

Chapter 3: Students

  • What other sources of funds that the School will seek to assist students during their academic journey at the University?

Chapter 4: Staff

  • How UKMGBS management plans to handle the insufficiency of the academic staff as the number of enrollment increases?
  • How management distributes teaching and research hours among the academic staff?

Chapter 5: Supporting Staff and Infrastructure

  • What can be planned by the School’s management to address the issue of miscommunication between the supporting staff and students?