The Top 5 Misconceptions About MBA Cohort Programs

Although cohort based programs are well established across many academic disciplines, there are lingering misunderstandings or misconceptions about how the cohort model operates and what benefits it offers students. Here are five common myths followed by how things work in the real world.

Myth #1: Cohorts don’t allow for concentrations.

Reality: Even in a cohort-based program, you can have a concentration, of sorts. Ramapo College’s MBA program includes a leadership concentration that was designed to permeate the entire program along with the other curriculum pillars – critical thinking and international management skills. While a Ramapo College transcript doesn’t read “MBA – Concentration in Leadership,” there is no question about the program’s focus or emphasis.

Concentrations are quite popular among MBA applicants these days, but in a study recently published in the Harvard Business Review, the evidence suggests that MBA generalists receive more offers and higher starting salaries. According to researcher Jennifer Merluzzi, an assistant professor at Tulane, “Someone who accomplished a lot of things is better than a one-trick-pony who just keeps doing the same thing and isn’t taking advantage of what the MBA has to offer.”

Myth #2: The cohort model doesn’t provide flexibility.

Reality: This myth is a corollary of the first one. In fact, Ramapo’s cohort model is not significantly different from a part-time a-la-carte program. The 42-credit degree consists of 14 courses, six of which are considered core or functional business courses. No matter which program you choose, the core courses are basically the same. It is only after completing the core courses that curriculums begin to diverge.

In Ramapo’s case, the themes that define the program are embedded throughout. And, not unlike the a-la-carte programs, Ramapo’s second year students choose two electives, which allows for additional “micro concentrations.” The biggest advantage of the cohort model is that, with the exception of the electives, students take the courses in the same sequence. Since you’re not flipping around from term to term, you get to know your classmates pretty well, which can be an enormous benefit. That leads directly to the next myth.

Myth #3: A diverse cohort may dilute the MBA experience.

Reality: Everybody tends to be anxious about joining a cohort for the first week or so. They worry about getting stuck with people from different professions; they worry about being the only liberal arts person in a cohort full of business majors; they worry about being the only 50-year-old in a cohort of 20 something-year-olds; and they worry about the length of time needed to get back into study mode.

By the second week, however, the fear starts to fade and is quickly replaced with enthusiasm. The cohorts really are magical in that sense. Everyone, regardless of their background or age, has something valuable to contribute to the cohort, or they wouldn’t have been selected. Behind the facades that hide students’ perceived shortcomings is a common ground filled with a desire to improve one’s professional opportunities. It’s competitive, but students realize that it’s not a zero sum game, and they recognize that it’s possible for them all to win together. In the end, the cohort becomes both a support network as well as a professional network that can lead to new professional opportunities and a lifetime of friendships.

Myth #4: Cohorts have the same attrition rate as a-la-carte programs.

Reality: The probability of completing your MBA in a timely manner is much greater in a cohort model. There were two students at Ramapo who, when faced with a difficult personal situation, decided to take a leave from the program. At Ramapo, students are permitted to hit the pause button, but they can only resume their studies the following year when that course is offered again. In both cases, the students came back after a few weeks and said, “When I told my cohort that I was leaving, they convinced me that if I left, the chances of coming back to finish were quite small.” They were right, and that’s backed up by empirical data.

So, thanks to the support of their classmates, both stayed and graduated in 20 months. Under ideal circumstances, the a-la-carte programs are completed within three years but without the camaraderie and commitment of a cohort, many students take in excess of four years to complete them. (Note: most graduate programs require students to complete their degree within five years of starting).

Myth #5: The lock-step pace of the cohort model might be too restrictive for some students.

Reality: Perhaps the biggest advantage of the cohort is that your classmates keep you on track to graduate within the shortest possible time. That way, you start earning a return on your investment much earlier. However, some applicants worry that the lock-step structure isn’t flexible enough for someone with limited formal business education. They argue the extra time afforded to them in a traditional program lets them concentrate more deeply on their academics.

The cohort model may not be right for everyone, but staying focused and plowing ahead without interruption for Ramapo students has proven to be the best learning experience whether they were an accounting major or English major. Furthermore, the idea of completing a program in 4+ years isn’t all that appealing when you consider the impact on your personal and professional life.

One Great Idea

If there is just one message to take away, it’s that the cohort model in general, and Ramapo’s program in specific, are not inflexible. Each year incremental improvements are made to the Ramapo program based on student feedback. In the last few years the sequence of classes has been improved, a course on data analytics was introduced, an improvisation team was invited to join our leadership class, and, this year, a second course in Project Management will be added, allowing qualified students to complete their project management certification (PMP) before graduation. And other changes are in the pipeline. In many respects, the added structure of a cohort model is ideal for innovation because the change applies to everyone and the impact is evident almost immediately.

Categories: MBA