Course Director, Master of Management; Lecturer in Managing, Leading & Stewardship, University of Technology Sydney
After 20 plus years as an executive & consultant across a broad range of industries (manufacturing and service), I arrived "late" for this my second career - as a management academic, with much questioning of (and serious disenchantment with) preparing graduates for leading and managing practice.
In my research & teaching I am thus keen to play a part in helping to restore the social, political & ecological contexts of trusting business & management to university-based management education. My research centres on what is taught (and more formatively, what is not taught) in preparing management graduates for greater & necessarily increasing public scrutiny of the social, economic & ecological impacts of their decisions and practice. I believe that an experience based approach to learning is needed to enable management practitioner-scholars to firstly understand what it is like (to be "managed" and "to lead". Only then are students/novice practitioners able to value, develop & cultivate their own - & institutional building - action-guiding principles of leading, managing & inter-generational stewardship (of public trust). Directionally these become action-guiding principles - progressively on terms that warrant respect for vital roles to be played in the increasingly "wicked" situations that define our vulnerable, interdependent world.
We need to change more than pay for executives to do better
Sep 29, 2016 02:50 am UTC| Insights & Views Business
The pay of executives of a company, whether in salary, bonuses or other types of remuneration, is usually justified as an incentive to improve the financial performance of a company. This has led to ever more complex...
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