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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.

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