2008 - Marketing Educators' Association
2008 - Marketing Educators' Association
2008 - Marketing Educators' Association
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Learning Outcomes<br />
Even more importantly, if a marketing course is<br />
meant to be successful, there needs to be a<br />
measurable impact on the students' knowledge, skills<br />
and attitudes after completing the course. What those<br />
learning outcomes are or should be is widely<br />
debated. Given that marketing is a multi-disciplinary<br />
science, marketing education should be approached<br />
from a similar multi-faceted standpoint. In fact, some<br />
standard-setting bodies recognize just that. For<br />
example, the Wisconsin’s Model Academic Standards<br />
for <strong>Marketing</strong> Education states that, “Education for<br />
marketing requires the application of mathematics,<br />
communications, psychology, economics, technology,<br />
and specific product and service knowledge in<br />
conjunction with human resource skills in problemsolving,<br />
decision-making, conflict resolution, group<br />
work, and goal-setting within the context of a<br />
marketing activity” (Fortier et al., 1998).<br />
This interdisciplinary approach seems to call for a<br />
“liberal arts” flavor in marketing education. But,<br />
should marketing education be narrowly designed to<br />
meet employers' real or perceived needs, or with a<br />
broader scope allowing general, liberal education<br />
aims (Stringfellow, Ennis, Brennan, & Harker, 2006)?<br />
In fact this choice may be completely artificial. Laura<br />
Tyson, a former dean of the London Business School<br />
was quoted on September 18, 2004, in the Straits<br />
Times of Singapore saying that there is a "need for<br />
more thoughtful, more aware, more sensitive, more<br />
flexible, more adaptive managers capable of being<br />
molded and developed into global executives … from<br />
equipping people with knowledge, and instead furnish<br />
them with skills and attributes, the means by which<br />
knowledge is acted upon" (Tyson, 2004). Her view is<br />
shared by many other business educators and has<br />
been for a long time. The benefits of constructing<br />
programs of study that effectively prepare the liberally<br />
educated business professional have been well<br />
recognized and discussed for over a century. In 1890,<br />
Charles William Eliot, president of Harvard,<br />
commented that the object of a good education for<br />
business people would require development of<br />
"accuracy in observation, quickness and certainty in<br />
seizing upon the main points of a new subject, and<br />
discrimination in separating the trivial from the<br />
important in great masses of facts," and that "liberal<br />
education develops a sense of right, duty and honor."<br />
Further, he emphasized the need for communication<br />
and values, two things believed to directly emanate<br />
from a liberal education (Eliot, 1923).<br />
We often put emphasis on strategy (knowledge), but<br />
we seldom cover issues of implementation and<br />
execution in our courses (Kono, 2006), and it is<br />
17<br />
precisely in execution where skills such as interfunctional<br />
coordination, project management and<br />
external partner management become increasingly<br />
relevant. Interestingly, these skills are mostly of a<br />
relational nature, bringing together separate functions<br />
and parties with diverse interests in order to create<br />
integrated strategies that deliver customer solutions<br />
(Hutt & Speh, 2007). These integrative mechanisms<br />
are often taught in executive education (Narayandas,<br />
2007), but seldom in degree programs, resulting in a<br />
series of skill weaknesses in decision making,<br />
leadership, problem formulation, persuasion,<br />
creativity and negotiation (Dacko, 2006). Filling that<br />
skill gap requires the critical thinking skills typical of a<br />
liberal arts education: analyze, evaluate, and present<br />
oral and written arguments; distinguish fact from<br />
judgment and knowledge from belief; and embody<br />
intellectual standards such as accuracy, evidentiary<br />
support, clarity, logicalness, and fairness (Dehler,<br />
Welsh, & Lewis, 2001). That requires critical debate<br />
(Roy & Machiette, 2005) and curiosity (Hill &<br />
McGinnis, 2007), not only to be receptive towards<br />
current knowledge but also towards future advances<br />
in marketing (Pavia, 2006).<br />
THE ROLE OF A LIBERAL ARTS CURRICULUM<br />
IN MARKETING EDUCATION<br />
One of the more comprehensive assessments of the<br />
nature of a liberal arts education was compiled by<br />
psychologists Winter, McClelland & Stewart (1981).<br />
Their review of the prominent perspectives on the<br />
liberal arts resulted in the following common goals<br />
and outcomes of a liberal arts curriculum, which<br />
largely overlap with skills necessary in marketing<br />
education.<br />
Critical Thinking<br />
Critical thinking consists of the mental process of<br />
analyzing and evaluating statements or propositions<br />
that have been offered as true. It includes a process<br />
of reflecting upon the specific meaning of statements,<br />
examining offered evidence and reasoning, in order<br />
to form a judgment. Critical thinkers can gather<br />
information from verbal or written expression,<br />
reflection, observation, experience and reasoning.<br />
Critical thinking has its basis in intellectual criteria<br />
that go beyond subject-matter divisions and which<br />
include clarity, accuracy, precision, relevance, depth,<br />
breadth, logic, significance and fairness.<br />
This skill is of overarching importance and critical, not<br />
only in analyzing the statements made by research<br />
subjects, but more importantly in evaluating<br />
marketing plans, alternative strategies, market<br />
reports and interpreting research results.