| BUSINESSWEEK ONLINE: B-SCHOOLS: EXECUTIVE EDUCATION: PROFILES
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University of Virginia Darden School of Business 1999 Executive Education Profile |
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Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| ITEM | 1998-99 | 1993-94 | % change |
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Number of executive nondegree programs (excluding multiple sessions of the same program) |
70 | 35 | 100% |
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Number of executives attending above programs (not including EMBA or part-time degree programs) |
3461 | 2186 | 58% |
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Percent of attending executives who live within 45 miles of the school |
4% | 1% | 300% |
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Percent of attending executives who live or work overseas |
15% | 17% | -12% |
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Total participant days
(total participants x total length of programs) |
19965 | 15719 | 27% |
| Percent of professors with at least 5 years full-time corporate experience | 34% | N/A | N/A |
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Total revenues generated by "nondegree" executive education programs (including open enrollment and custom programs) |
$16,693,034 | $9,762,355 | 70% |
| Total budget for nondegree executive education | N/A | N/A | N/A |
| Percent of overall executive education revenue that comes from custom programs to a single company | 45% | 25% | 80% |
| Percent of total revenues coming from custom programs to a specific group of companies or a consortium | 3% | 3% | 0% |
| Number of custom programs run | 66 | 26 | 153% |
| Total revenues generated from custom programs | $7,969,793 | $2,684,841 | 196% |
| Percent of participants from organizations with whom school has done business for three or more years | 60% | N/A | N/A |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Full course title | The Executive Program | Type of course | General Management | |
| Course length | 6 weeks | Class times |
Mon. evening--12:00 p.m. Sat. during first 5 weeks Mon.-12:00 p.m. Fri. during the last week |
| Description |
The Executive Program (TEP) is an intense, integrated six-week global senior-executive management program. Seven senior faculty teach the course with the aim that each participant leaves TEP with a more sophisticated way of viewing the world. Issues covered inlcude strategy, leadership and change. The course also introduces participants to cutting-edge practice in such functional areas as marketing, operations, technology management, and finance. At the same time, a series of themes are woven throughout the six-week program. They include managing the total enterprise, the enterprise in context, managing in a global context and systems perspective, managing a sustainable system, and managing in the 21st century. |
| Full course title | Managing Critical Resources: Developing a General Management Perspective | Type of course | General Management | |
| Course length | 2 weeks | Class times | Mon. evening-Sat. Week 1; Mon. - 12:00 p.m. Fri. Week 2 |
| Description | Darden reports that since 1968, over 3,000 professionals making the transition from functional management to general management, as well as experienced general managers being groomed for broader management responsibility, have taken this program. The program is organized around four objectives vital to today's corporations: creating customer value, managing the supply chain, building competitive advantage, and leading and managing change. Rather than treat functional areas in isolation, the program demonstrates how they can be combined to advance each goal. |
| Full course title | Developing Managerial Excellence: A Program for High-Potential Managers | Type of course | General Management | |
| Course length | 3 weeks | Class times |
Mon. evening--12:00 p.m. Sat. during first two weeks; Mon.-12:00 p.m. Fri. during last Week |
| Description |
This program is designed to develop high-potential managers, broaden their perspectives, and improve their individual and organizational accomplishments. Through individual/team preparation and interactive case discussion, participants develop and practice skills in managing assignments that require timely decisions, multifunctional perspectives, and creative solutions, as well as the ability to be contributors to high-performance teams. Developing Managerial Excellence provides immediate payback to the individual and to the organization. Participants return ready to assume a higher level of leadership and capable of shouldering broader responsibilities. |
| Full course title | Creating the Future: The Challenge of Transformational Leadership | Type of course | Leadership & Change | |
| Course length | 4 days | Class times | Mon. evening--12:00 p.m. Fri. |
| Description | Creating the Future is designed to help senior executives carry out their leadership responsibilities to their fullest. Participants think in new ways about the future of their businesses, and then recognize the assumptions that can obscure their vision and limit their perspective as a leader. Feedback from colleagues is used to constructively challenge participants' preconceptions. |
| Full course title | Leadership for Extraordinary Performance | Type of course | Leadership & Change | |
| Course length | 4 days | Class times | Mon. evening--12:00 p.m. Fri.; or Sun. evening--12:00 p.m. Thurs. |
| Description |
Leadership for Extraordinary Performance is designed to help nurture leaders who have the courage and vision to move beyond business-as-usual, and to demonstrate that ordinary people quite often make extraordinary leaders. The program has been crafted to enable managers to take their leadership skills to another level. Feedback from associates is used to help participants come to a realistic assessment of their leadership practices and the assumptions that impact performance. At the same time, students explore each of the practices of exemplary leadership -- from formulating a vision to inspiring others to share it. |
| Full course title | Creating and Sustaining the High-Performing Organization | Type of course | Leadership & Change | |
| Course length | 5 days | Class times | Sun. evening--12:00 p.m. Fri. |
| Description |
This program describes, explores, and illuminates the elements necessary to achieve world-class performance. The classes examine high-performing to identify the disciplines participants practice that make them exceptional, including quality, customer focus, learning, and change. At the heart of Creating and Sustaining the High-Performing Organization is the belief that an organization is only as good as its people. Creating and Sustaining the High-Performing Organization gives participants the tools to evaluate their own organization, to implement high-performance initiatives, and to inspire others to reach for even higher levels of performance. |
| Full course title | Creating Successful Alliances and Partnerships | Type of course | Strategy and Organizational Effectiveness | |
| Course length | 5 days | Class times | Sun. evening--12:00 p.m. Fri. |
| Description | Creating Successful Alliances and Partnerships, with an emphasis on the human dimension of alliance management, helps participants enter into the right alliance with the right partner and make that alliance work. Students are introduced to a number of concepts and techniques that improve their ability as an alliance manager. The importance of a shared alliance spirit, which forms the psychological bond that underlies successful partnerships, as well as alliance static, which can disrupt the most solid-seeming partnerships, are discussed. The idea of a "no-blame review," which can be used to raise issues and discuss problems before they become overwhelming, is discussed. |
| Full course title | Managing Individual and Organizational Change | Type of course | Leadership & Change | |
| Course length | 3 and 1/2 Days | Class times | Tues.--12:00 p.m. Fri. |
| Description | Managing Individual and Organizational Change explores the elements, stages, and dynamics of individual change and provides specific, practical techniques that participants can use to move beyond their own habits to incorporate continuous learning and change in their careers. Participants will also learn to apply these techniques to help their organizations respond to external change. This is a hands-on program for practicing managers. |
| Full course title | Strategic Sales Management | Type of course | Marketing & Sales | |
| Course length | 5 days | Class times | Mon.--12:00 p.m. Fri. |
| Description | This program is designed to give sales managers the ability to more efficiently impact salesperson behavior and performance by balancing the tools at their disposal, such as sales force structure, sales management systems and measures, organizational cultural values, and motivational and leadership opportunities. Participants learn a variety of concepts and techniques that enable them to become more effective agents of strategic, management, and cultural change within their organizations. |
| Full course title | Manufacturing Executive Program: Developing World-Class Capability | Type of course | General Management | |
| Course length | 2 weeks | Class times |
Sun. evening--12:00 p.m. Sat. during first week; Mon.-12:00 p.m. Fri. during second week |
| Description |
Manufacturing Executive Program provides a framework for manufacturing based on the concept of lean-thinking as well as the skills to make it work. The program looks at the plant internally at such issues as planning and scheduling as a way of gaining competitive advantage. It looks at cross-functional relationships with marketing, design engineering, process engineering, purchasing, and human resources. And it looks externally to relationships along the supply chain to customers and suppliers. In short, the program examines opportunities for a manufacturing manager to make an important contribution in an organization's drive to become a world-class competitor. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| New courses launched within past 2 years |
Managing in the Global Business Environment Building & Managing Brand Leadership Launching New Products: Concept to Rollout Investment Banking, Value Creation and Deal Evaluation Strategic Cost Management:Tools for Improving Financial Performance Darden Minority Business Executive Program |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Program | Gulf Executive Development Program | Country | Bahrain | |
| Partner | Bahrain Institute of Banking | Year established | 1999 |
| Program | United Technologies Corporation-Emerging Leaders Program | Country | Switzerland | |
| Partner | United Technologies Corporation | Year established | 1999 |
| Program | Bacardi Limited Class 2000 | Country | Spain | |
| Partner | Bacardi | Year established | 1991 |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Program | United Technologies Corporation - Programs | Partner | United Technologies Corp. | Year established | 1998 |
| Program | USAA-Darden Executive Education Programs | Partner | USAA | Year established | 1995 |
| Program | Bacardi Limited Class 2000 Programs | Partner | Bacardi | Year established | 1991 |
| Program | Bank One - Leading Strategic Change Programs | Partner | Bank One | Year established | 1993 |
| Program | PricewaterhouseCoopers E-Business Education Series | Partner | PricewaterhouseCoopers | Year established | 1999 |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Distance courses offered or planned | Darden does not currently run any Internet-driven executive educaiton programming. The school does believe that there is some use for the medium as preprogram prep and post program follow-up. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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Nondegree functional programs |
Sprint
Philip Morris U.S. Navy AT&T U.S. Postal Service |
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Nondegree general programs |
United Services Automobile Assoc. (USAA)
M&M/Mars Bank One Standard & Poors Coopers&Lybrand(now PricewaterhouseCoope |
| Custom programs to a single company or consortium |
AT&T
Philip Morris FMC U.S. Navy Lockheed Martin |
| Organizations school has done business with for three or more years |
AB Volvo ABB Asea Brown Boveri (Holding) Ltd. Abitibi-Price Inc. ABN-AMRO Holding N.V. Acadia Elastomers Corporation Accor S.A. AGCO Corporation Air Products and Chemicals, Inc. Akzo Nobel N.V. Allegheny Teledyne Incorported AlliedSignal Inc. ALLTEL Corporation Altec Industries, Inc. Alyeska Pipeline Service Co. American Bankers Association American Brands, Inc. American Electric Power Company, Inc. American Express Company American Home Products Corporation American Red Cross Amoco Corporation Andersen Worldwide AON Corporation Aptar Group, Inc. Armstrong World Industries, Inc. Arrow Electronics, Inc. Ashland, Inc. Associated Electric Co-op Inc. AT&T Corporation Atlas Pacific Engineering co. Axel Johnson AB Bacardi Limited Baltimore Gas and Electric Company Banc One Corporation Bardusch GmBH & Co. BASF AG Baxter International Inc. Bearings, Inc. Belco Bell Atlantic Corporation Bellcore BellSouth Corporation Bertelsmann AG Bethlehem Steel Corporation Boise Cascade Bombardier Inc. Bowater Incorporated Bristol-Myers Squibb Company British Telecommunications plc Brown Brothers Harriman & Co. Brown-Forman Corporation Brunswick Corporation Cable and Wireless plc Capital Blue Cross Capital One Financial Corporation Caradon Plc Carolina Power & Light Company Central and South West Corporation CERA, S.A. Cervecevia Y Malteria Quilmes Cheraw Yarn Mills, Inc. Chesapeake Corporation Ciba Specialty Chemicals Cigna Corporation Circuit City Stores, Inc. Citicorp Clark Enterprises, Inc. Colonial Williamsburg Foundation Communications Satellite Corporation (COMSAT) Companhia Cervejaria Brahma COMPAQ Computer Corporation ConAgra, Inc. Continental AG Continental Grain Company Coopers & Lybrand Corning Incorporated Credit Unions CSX Corporation Daimler-Benz Aktiengesellschaft Dassault Aviation Group Deere & Company Delta Air Lines, Inc. Department of Defense Deutsche Bank AG DHL Worldwide Express DIMON, Incorporated Dixie Yarns, Inc. Dollar Tree Stores Dominion Resources, Inc. Dopaco, Inc. Duke Power Company Eastman Chemical Company Eastman Kodak Company Eaton Corporation Eclipse Inc. Ecolab Inc. Elf Aquitane Emirates Bank International Ltd. Essilor International Compagnie Generale d'Optique Etablissements Delhaize Freres Et Cie Le Lion S.A. Federal Express Corporation Federal Government Federal Home Loan Bank of Pittsburgh Federal Home Loan Mortgage Corporation Federal Reserve Bank FirstEnergy Corporation Fletcher Challenge Limited Florida Progress Corporation FMC Corporation Ford Motor Company FPL Group, Inc. Framatome SA Gannett Company, Inc. General Instrument Corporation General Motors Corporation George Weston Limited Glaxo Wellcome plc Greenhorne & O'Mara, Inc. Grupo Financiero Danamex/Acciual GTE Corporation GTECH Corporation Guinness Plc Gulf International Bank Hadco Corporation Harman International Industries, Inc. Harris Corporation Health Sciences Center Hercules Incorporated Hershey Foods Corporation Hewlett-Packard Company Hillenbrand Industries, Inc. Husky Injection Molding Systems, Ltd. Institute of Nuclear Power Operations Internal Revenue Service International Business Machines Corporation International Paper Company Iscor ITT Hartford Group, Inc. Jardine Matheson Holdings Limited Jefferson Smurfit Group p.l.c. Johnson & Johnson Knight-Ridder, Inc. Komatsu Ltd. Koninklijke Hoogovens N.V. KPMG Peat Marwick LLP Laporte plc Lebanon Seaboard Corp. LeGrand S.A. LG&E Energy Corp. Liberty Mutual Insurance Co. LifeNet Lockheed Martin Corporation Lucent Technologies Luck Stone Corporation MacMillan Bloedel Limited Mars, Incorporated Marsh Furniture Company Masco Corporation Massachusetts Mutual Life Insurance Co. Mastercard International, Inc. Media General, Inc. Merck & Co., Inc. Milliken & Company Minerals Technologies, Inc. Mobil Oil Corporation Monsanto Company Montedison S.p.A. Morgan Stanley Group Inc. Nalco Chemical Company National Australia Bank Limited National Grape Co-Op Association, Inc. National Westminster Bank PLC New York Mercantile Exchange Newport News Shipbuilding, Inc. Newton Instrument Co., Inc. NFU Mutual & Avon Group Niagara Mohawk Power Corporation Nippon Electric Glass Norfolk Southern Corporation Northern Telecom Limited Northrop Grumman Corporation Northwestern Mutual Life Insurance Co. Novartis AG Oce-van der Grinten N.V. OCI Chemical Corporation Old Dominion Electric Cooperative Olin Corporation Oman International Bank SAOG Oracle Corporation Orkla A.S.A. Overseas Petroleum Corporation Owens Corning Paccar Inc. PaineWebber Group Incorporated PDVSA S.A. Penn National Insurance Penwest, Ltd. PepsiCo, Inc. Perdue Farms Incorporated Petroleos de Venezuela S.A. Pfizer Inc. Phelps Dodge Corporation Philip Morris Companies Inc. Philips Electronics N.V. PictureTel Pitney Bowes Inc. Political Leaders Public Service Enterprise Group Incorporated Reed Elsevier plc Reemtsma Cigarettenfabriken GmbH, Hamburg ReliaStar Financial Corp. Reynolds Metals Company Rhone-Poulenc S.A. RJR Nabisco Holdings Corp. Roadway Express, Inc. Roche Holding Ltd. Rowe Furniture Corp. Royal Bank of Canada Royal Dutch/Shell Group of Companies Ruddick Corporation RWE-DEA (Rheinisch Westfalishe Eletrizitatsoer) SABIC (Saudi Basic Industries Corporation) Saint-Gobain Sara Lee Corporation Saudi Arabian Oil Company Schlumberger Limited Schneider S.A. Shenandoah Electronic Intelligence, Inc. Siemens AG Silgan Corporation Simonton Windows SmithKline Beecham plc Social Security Administration Solvay S.A. Sonat Inc. Southeast Paper Manufacturing Co. Sprint Corporation Standard & Poor's Standard Chartered PLC State Farm Mutual Automobile Insurance Company Sumitomo Chemical Company, Ltd. SunGard Data Systems Inc. Swiss Reinsurance Company Takata Restraint Systems, Inc. Telefonaktiebolaget LM Ericsson Tennessee Valley Authority Texaco Inc. Textron Inc. The B.F. Goodrich Company The Boeing Company The British Petroleum Company P.L.C. The Chase Manhattan Corporation The Coca-Cola Company The Columbia Gas System, Inc. The Dexter Corporation The Dow Chemical Company The Goodyear Tire & Rubber Company The Kroger Co. The McGraw-Hill Companies The Mead Corporation The Ohio Art Company, Inc. The Procter & Gamble Company The Prudential Insurance Company of America The Seagram Company Ltd. The Times Mirror Company The Timken Company The Washington Post Company The West Company, Incorporated Towers Perrin Toyota Motor Corporation TRW Inc. Turkiye Is Bankasi A.S. U. S. Army U. S. Enrichment Corporation U. S. Navy U. S. Postal Service Unilever Plc Union Camp Corporation United Technologies Corporation University of Virginia UPM-Kymmene Corporation USAA (United Services Automobile Association) USDA UtiliCorp United Inc. Varlen Corporation VF Corporation Virginia Association of Broadcasters Vulcan Materials Company W.R. Grace & Co. Warner-Lambert Company Washington Gas Light Co. Waste Management, Inc. Westinghouse Electric Corporation Westpac Banking Corporation Whirlpool Corporation Willamette Industries, Inc. Wolters Kluwer N.V. Woodbridge Sales & Engineering Xerox Corporation York International Corporation |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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Date of construction |
1979 | Number of classrooms | N/A | Cost | $16 |
| Comments |
The new Darden Graduate School of Buiness Administration opened in January 1996. Cost of Construction was 30 million. Over the next 3-4 years, plans are underway to add 60 more bedrooms to Sponsors Hall as well as additional study group rooms. A new building which will include a new dining room for executive education activities, office space, and an amphitheater is also planned. In addition, there will be an addition to the Darden classroom building which will add more classroom space for the MBA program as well as the executive education programs. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |