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Application Contact:

Jill Fadule

Director of Admissions, Dillon House

Graduate School of Business Administration

Harvard University

Soldiers Field

Boston, Massachusetts 02163

U.S.A.

Each year, about 800 men and women enter the Harvard MBA Program. They represent

a broad spectrum of experiences, attitudes, and outlooks. They hold in common, however,

a background of significant achievements and the clear potential to become business leaders.

The school develops business leaders: competent, confident, and principled.

John H. McArthur, Dean of the FacultyHarvard Business School, HBS

　

長久以來，『哈佛管理學院』就是『美國最高管理學院』的別稱。隨著全球性堅強的校友網路、和校刊“The Harvard Busi-ness School Bulletin”的廣為流傳，他更成了『世界最高管理學院』的代名詞。在求職的路上只要秀出哈佛的標記，就無入而不自得。在企業界只要亮出哈佛校友的光環，就能一路攀登到頂峰。無論在美國國內或世界各地，HBS 代表的就是 -- 才華能力、社會肯定、與財富地位。

數字說明了一切。全美國前五百大企業的領導人，百分之二十是哈佛校友；畢業二十五年以上的哈佛校友中，超過三分之一擁有CEO（Chief Executive Officer）頭銜。因此『哈佛 MBA』已被視為進入美國高層政界與企業界的入場券。從你端坐在查理斯河畔的新喬治式建築中螢窗苦讀的那兩年開始，哈佛就為你帶來無數管理界的超級巨星，而這些國際級的教授們也和你一樣，以能進哈佛為榮！

『哈佛』為何能如此響亮？他是美國境內最老的學府、卻有最新穎的教學設備，在爬滿常春藤的校舍中，有來自最尖端高科技公司的最現代化視聽／電腦設施；哈佛管理學院的圖書館不但能裝下任何一間B-School的所有設備，空間還游刃有餘！在硬體與規模上，哈佛無疑是全美第一的B-School。

但在軟體上，哈佛卻逐漸在過去的歷史光環中褪色。HBS是名符其實的達爾文理論（Darwin Theory）實踐地。在『適者生存、不適者淘汰』的自然定律之下，弱肉強食的激烈競爭自是無可避免。而哈佛人樣樣都第一的光榮傳統，也使得『改革、創新、順應時代潮流』變得遙不可及、力不從心。更糟的是，100% 個案研究（case study）的課程，使得哈佛的畢業生內心深處對自己在分析與技術能力（analytical & technical skills）上的訓練，感到十分沒有信心。加上管理學院行政人員打太極拳式的效率與官僚作風的辦事品質，更是雪上加霜。這些說明了一九九四年商業排名上哈佛又往下滑了兩名，成了第五的局面。

力圖振作？的確。這包括將一班九十個學生的大場面縮減為一班七十二人、十一門必修課濃縮成四個整合性的專題integrat-ed topics）並由教授群（faculty teams）聯合授課、在個案研究中加重團隊的訓練（teamwork training）、計劃自一九九六年一月起開辦一個突破傳統（在哈佛，傳統就是一切！）、十六個月的加速 MBA（目前稱為 pilot program）、等。其中，計劃中這個十六個月的 pilot MBA 被視為哈佛管理學院預備在二十一世紀大幅翻新的『問路石』。

哈佛管理學院軟體上所受的限制並不表示這裡是個可以『隨你玩兩年』的地方。課堂參與（classroom participations）一向佔了課程評分的50%以上，這表示你即使有『背多分』與『講光抄』的本事也仍然不及格。每門課落到全班最後10%稱為Low Pass，若是45%以上的課都拿了Low Pass就被判留校查看。每年新生中大約3-4%被留校查看，就連第二年的舊生也有2%的人遭此噩運。無可避免地，這造成了同儕間的緊張與敵視。一九九三年的行銷課上，96% 拿到Low Pass的學生為外籍生（位求自保，美國學生無人願意與不熟悉美國市場的外國學生同在一組）。更過份的是，一九九四年至少十名外籍生在考試或交報告前，收到同學寄來的匿名黑函，內容大致不外：滾回你那見不得人的下三濫國家，別再來這裡丟人現眼！

在哈佛，要避免提前光榮畢業並不容易，然而想要鶴立雞群、壓倒群倫，則更是難上加難。校方不但設下每年的淘汰率，同時對『名列前茅』也設下一定的比例。每年只有表現最好的前10%有資格榮登『最優秀的哈佛的最優秀的學生』（這個頭銜對企業界具有特殊的意義）。其餘的學生只要不被留校查看，就都是『分數之前、人人平等』。於是在這種『達爾文式』的競爭環境中，『強者愈強、弱者恆弱』的定律不斷地重覆上演。

哈佛MBA是兩年的一般管理課程（general management program）。第一年你會有讀不完的個案討論報告，每週平均要上13門、每門80分鐘的課，每門課上課前至少需要花上三小時預習、課後又至少需要三小時的溫習。加入一個讀書小組可以使你的消息較靈通，但是除非每天回家後自己再整理過，否則期末仍將難逃Low Pass。哈佛第一年新生平均每天上床的時間是凌晨兩點，而早上第一堂課8:30開始。

第一年十二科共同必修課不能抵免也不能減免，這表示即使你過去是 Arthur Andersen 的資深會計師，也不能免修基礎會計。近年第一年的必修課中又加入一門有九個單元的商業道德課程（decision making and ethical values），而這門課是你進入哈佛後所修到的第一門課。第二年只有兩門是必修，其他就是在75門選修課中自由選修10門。哈佛MBA是一般管理的課程，你不必選擇任何一個領域來當主修。

和其他頂尖的管理學院不同，哈佛的教授沒有『教學』與『研究』的兩難，他們的兩難來自『教學』與『顧問』。幾乎所有哈佛名師都是企業界或政界的大牌顧問，例如：策略巨星 Michael Porter一年就只教一門課，大半的時間學生得到各處的顧問室找他。一個畢業生說，他和教務長見的第一面是在畢業典禮上！哈佛教務長因此獲得了『管理學院院長中的霍華•休斯』的美名。由於哈佛的教授個個都是重量級的，所以學生對教學品質出現了兩極化的反應：帥呆了(god-like)或遜斃了(god-awful)！

哈佛的行銷教授是教『顧客至上』的高手，但是哈佛本身的服務卻讓所有的學生怨聲載道，user-friendly 的程度極低。對許多緇銖必較的窮學生而言，哈佛是個可怕的『銷金窟』！除開每年漲價的學費，每一件事都另外加價：沒有自備筆記型電腦的人需多繳USD$3,200的電腦費、除了學分費還要再繳USD$2,350的個案材料費、單身的要繳至少USD$1,000的學生健康保險費、有眷的還要繳更多。哈佛的窮學生發現即便在院裡的健身房，都還得另付毛巾和衛生紙的費用！哈佛的『陽春學費』只是一張入場券，進去之後，消費才真正開始！

來自哈佛學生的抱怨充斥在這個歷史悠久的名校中，絲毫未損及他的入學率（超過85%的錄取者註冊入學！）有的學生說像哈佛這樣頂尖的B-School居然在必修課中找不到有關quality、technology、globalization等當代管理界最新的議題，實在是不可思議！更多的學生直言教授改作業及考卷完全不嚴謹，隨便寫兩句評語就想塘塞了事。女性和少數民族更是對哈佛傳統保守的沙文與歧視作風耿耿於懷。

這些不滿與批評在『HBS：recession- proof MBA』的正字標記下，全都成了微不足道的呢喃。一位1993畢業校友說得最傳神：真難以置信！每天報章雜誌上充斥著『蕭條、失業、不景氣、衰退』的消息，但我的郵箱裡卻一天到晚塞滿『事求人、job offers』！這就是為什麼大家都認為，在哈佛的兩年等於是鍍上了一層金，成了recession-proof！

無庸置疑，哈佛畢業生的就業前途一向看好，即使在不景氣的一九九三、一九九四年也不例外。對於哈佛人來說，有多少企業親臨校園徵才、畢業前每個人能得到多少工作機會、進入怎樣的行業、起薪多高、等並不能引起他們的興趣，就如同畢業時就業市場上是否景氣並不會影響到他們的就業機會一般。畢竟，在一個平均年起薪達到六位數字的B-School裡，你有很大的空間去想：這輩子，除了才華能力、社會肯定、與財富地位之外，我還要些什麼？

校友感言

My two years at Harvard were a great opportunity to explore my career potential and possibilities. A summer internship at the Guggenheim Museum in New York convinced me that I wanted to work in an industry where creativity is a major component. A second-year project helped me further sharpen my career interests. During my job search, I used the HBS alumni career advisory service to speak with people at the kinds of companies that interested me. I found these conversations extremely valuable in exploring my career options.

Coming to HBS has been an opportunity to meet and learn with people from a wide range of cultures. 22 different countries were represented in my first-year section alone. My sectionmates often had points of view that were different from mine, but we all shared a background of hands- on business experience. I was constantly exposed to new ideas that added depth and value to my education. It's the best way to test the validity of concepts, to uncover my own strengths and weaknesses, and to learn how others approach and analyze business problems. I've enjoyed sharing my experiences in Toyota Motor Co. in Japan and elsewhere with my classmates and faculty.

HBS helped me define my career goals and achieve them. It gave me the kind of broad perspective that a general manager needs -- a sound conceptual knowing of business and how the pieces fit together. The case method is a great way to study business. It taught me how to sift through large amounts of information, pick out what is relevant and useful, and make decisions with a bias toward action. It stimulates what really goes on in business and emphasizes the importance of judgement in decision making.

I first visited HBS while in college, majoring in architecture. The setting and facilities were impressive, but it was sitting in on a first-year class that got me thinking about the creative components of business and about pursuing an MBA. My first-year experience lefts some lasting impressions. We studied countless industries, techniques, and tools, but gaining a greater understanding of business issues meant the most to me. I began to understand many of the linkages that drive business success or failure. Probably what I value most are the personal relationships I developed over the two years. The people in my study group are now good friends. As you get to know each other well, discussions, both in and out of the classroom, get better and better, and it lasts.

I worked with Save the Children after college and decided to pursue an MBA because I wanted to strengthen the role and influence of nonprofit organizations. I wanted to learn the language of business and help transfer analytical and manage- ment skills to the people I work with in the developing world. I found HBS a fertile environment for developing the dialogue that simply has to exist between business and the nonprofit sector. Building that bridge has been central to my career since. As I have made proposals to large corporations or worked with smaller businesses, I have appreciated the knowledge and access my HBS education gives me.

I came to HBS knowing that I wanted to be an entrepreneur. I'd also been interested in rockets and satellites since I was a kid. I had worked at NASA, but all my experience was in engineering. I wanted to find a niche for the private sector in space exploration, and that I would need a solid business management back- ground to accomplish my goals. First year gave me rapid exposure to the many different function -al areas. It provided concepts and tools, and introduced me to a wide range of industries. It was a time of tremendous personal growth and professional change. The second year I became one of 7 students participated in a field study sponsored by NASA, to consider opportunities for private sector initiatives in space. The study provided the seed that grew into Orbital Sci. Corporation. Two of my field study classmates are now my business partners.

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