Posts Tagged ‘Management’

Ph3: Three minute thesis at UTS Business

Friday, August 27th, 2010

Ph3 prize winners, from right, Richard Norman (winner), Chelsea Wise (winner, people's choice), Professor Tracy Taylor, Nicole Sutton (runner-up), Professor Stephen Taylor

Picture the scene: you’re at a party, you get chatting, things are warming up and you’re keen to impress. Then it happens. Talk turns to work. And for you work is academia. Not just any academia but you’re two years through research into a field so specialist and so obscure, that even your supervisor’s eyes glaze over when you mention it.

Yes, you may have a passion for, say, ‘the-limitation-and-distortions-of-corporate-governance-issues-in-culturally-biased-wholly-owned-subsidiaries-of-community-sport-organisations-on-societal-systems and stakeholders’, and indeed what you discover may one day change the world. But the subtle intricacies of what you love don’t always communicate over a luke-warm chardonnay at a noisy party. Let’s face it, it hasn’t been your most successful pick up line to date, has it?

To the rescue of Phd and and MPhil students around Australia comes the inaugural Three Minute Thesis competition, or Ph3 as it has been dubbed at UTS Business School, where the first-round heats were held on August the 19th.

Nine post graduate students at various stages of their research studies, representing five management, disciplines took the challenge to present a compelling and coherent summary of their theses in under three minutes. They also took on the bigger challenge of doing it with only one Powerpoint slide, and no fancy animations.

Humour aside, the event is part of an important national initiative with competitors from 32 of Australia’s universities competing for a prize of $5000 at the national final in September, at the University of Queensland. The goal of the competition is to assist research students to develop academic research and communications skills. The finals will be judged by ABC Science Broadcaster, Bernie Hobbs.

But, as the event on the 19 August demonstrated, the benefits are broad. The opportunity to listen to concisely explained summaries of some of the work that is going on around UTS Business, alone, gave participants and members of the audience a unique insight into the research depth that UTS offers.

The strength in presentation skills were as rewarding as the range of topics was varied. We heard how Bruce Wayne of Batman is the archetypal non-profit organisation, wishing to save the world, but needing a range of tools (Bat-toys), consultancy (family retainer in Bat cave) and funding (dead millionaire parents) to smooth his journey. We learned about the impact of Muslim women surf life savers on community sport and cultural exchanged, and gained an insight into how wholly owned foreign subsidiary companies structure their management control tools. And that was just for starters.

Richard Norman, a researcher from the Centre for Health Care Economics was presented with a cheque for $500 as the winner of this first-round heat. Richard’s thesis is ‘Limitations and distortions in outcome measurement in economic evaluation of healthcare’. Richard will now compete with other Phd students from around the UTS campus for the chance to represent the University at the National finals next month.

Nicole Sutton from the School of Accounting, was awarded runner up, with her thesis on ‘Management Control of research activities in Universities’. Nicole was presented with a cheque for $250. Chelsea Wise from the School of Marketing won the People’s Choice Award of $250 for her entertaining and enlightening discussion, ‘Novel specification: How do consumers cope?’

The final of the UTS leg of the competition is being held on Tuesday 31st August, at the Great Hall Level 5, UTS Tower. 5.30 for a 6 pm start.

The winner will go on to compete in the National finals the University of Queensland on 21st September, where prizes of $5000, $2000 and $1000 are up for grabs.

Participants in UTS Business Ph3 heat, on 19 August, 2010

UTS Business' Ph3 participants with Professor Stephen Taylor

Tirukumar Thiagarajah, Accounting, Exploring management control systems in the third sector

Hazel Maxwell, Leisure, Sport & Tourism, An exploration of the role of sports organisations in community development: The case of Australian Muslim women

James Wakefield, Accounting, Control and performance of wholly owned foreign subsidiaries

Richard Norman, Centre for Healthcare Economics, Limitations and distortions in outcome measurement in economic evaluation of healthcare

Chelsea Wise, Marketing, Novel specification: How do consumers cope?

Nicole Sutton, Accounting, Management control of research in universities

Christoph Hechelmann, Leisure, Sport & Tourism, Effects of social media engagement on the emotional attachment to sport sponsoring brands

Peter Sinclair, Marketing, The comparative effects of societal syndromes on knowledge discovery in new product development

Alastair Rylatt, Management, Stakeholder commitment over time

Edition 13: Sports and the City-to-Surf

Friday, August 6th, 2010

Kirsten seeks financial advice and finds out all about the new gold (rare earth, apparently) and sees some compelling photos of a pig cured of cancer. Did she buy in? Uh, no.

Our guests in the studio have a somewhat more realistic story to tell. Lisa Dowsett, Operations Director of Sydney’s City-to-Surf, talks us through the complexities of organising the country’s largest community sports event. On Sunday August 8th, some 80,000 people – young and old, sick and well, charity fundraisers and competitive runners – will take off from central Sydney for the 14 kilometer run to Bondi Beach.

The event doesn’t make money for its owner, Fairfax, but it does embed its newspaper products deeply into the Sydney community. Logistics are like a military operation, with some 100 buses and trains, police and volunteers, massive sponsorship and commercial interaction, television broadcast, clothing transport and water stands… Lisa gives us unique insight into the annual organisational cycle that is this iconic Sydney event.

Joining Lisa in the studio is Daryl Adair, Associate Professor of Sports Management at UTS Sports, Leisure and Tourism. He adds the broader perspective, bemoaning the drop off in grassroots community sport. Most people experience sport on the couch… Australians are great sports watchers, but are participating less and less in actual physical activity.

Edition 10: Good Food and Wine

Friday, July 16th, 2010

The Good Food and Wine Show opens at Darling Harbour Exhibition Centre today, Friday July 16. We talk with James Laing, Group Exhibition Director of Diversified Exhibitions and the man in charge of this nationally renowned expo of the country’s top gourmand producers and growers, celebrity chefs, quaffable wines and obscure seasonings.

Now in its 9th year, the Good Food and Wine Show has tracked the explosion in interest in what we eat and drink in Australia, riding the wave of fascination in down to earth cooking techniques and as gourmet trends, to become one of the country’s largest consumer exhibitions. Opening across Melbourne, Sydney, Perth, Brisbane and Adelaide the Show welcomes 140,000 people through its doors each year, exposing them to new ideas for their kitchens and teaching them new techniques. The business is growing every year and James discusses the dynamics of managing a challenging consumer venture in a booming industry.

Edition 7: Positive Psychology and Happiness

Friday, June 25th, 2010

What are you waiting for? Don’t wait until you’ve got a new car, a new job or some new romance in your life to feel happy. Get happy first, and it’s actually more likely that those things will come to you. So says UTS Adjunct Professor Timothy Sharp, aka Dr Happy in this Business21C Weekly. Also joining us in the studio is Senior Lecturer Tyrone Pitsis, award-winning researcher in the arena of positive psychology.

Happiness isn’t just good for the soul. It’s good for business. We ask what makes people work harder, longer and better? Meaning in their work, says Pitsis. Research across disciplines, from organisational theory to neuroscience backs it up. We chat through what makes happier workplaces more financially efficient, why people who find community in the workplace are in a better position to give of themselves, and how managers and workers themselves can create an environment for productive, meaningful, happy workplaces.

To hear more about the psychology of happiness – and why it’s good for you and good for your business – register for our next Business21C conversation at the Sydney Opera House on July 15 here.

Thinque tank with Anders Sorman-Nilsson and Nils Vesk

Wednesday, April 21st, 2010

Change doesn’t care if you like it or not. It happens without your permission. How do organisations and people stay ahead of the curve in a world where the fastest growing economy is a communist one, rugby league players are metrosexuals who moisturise, and Susan Boyle took less than 48 hours to reach more people than radio did in the first 38 years of its evolution?

Professional agitators Anders Sorman-Nilsson and Nils Vesk challenged a roomful of Sydney’s best and brightest brains to upgrade their thinking. Sparks flew.

http://www.vimeo.com/11096587

‘Have you ever stopped to think, and forgotten to start again?’  – Winnie the Pooh.

That was not the problem for the audience at the Sydney Opera House on April 15.

According to Sorman-Nilsson, the world has changed, and it’s a little out of whack. Things ain’t the way they used to be and that is exactly how they ought to be. Kids are excelling in second life, but flunking in first life; Maslow’s hierarchy of needs has been flipped on its head. It used to be that we had to learn one new skill every year, then every month, then every week. How long before things will be changing for each and every one of us hourly?

The world has just been through the worst recession we never had, and things are accelerating post-downturn faster than ever before. Companies are struggling just to keep up. It is up to the leaders of business to ensure that they don’t waste a good crisis.

Over first fifteen minutes of the event, Anders and Nils ran through a series of significant trends, observations and external scans that indicate how quickly and unpredictably the world of business is changing in the twenty-first century. Anders flew through his mind-bending presentation assisted by mindmapping software prezi. Take a look here:

Sydney Opera House Thinque Tank on Prezi

View Prezi - large file - please be patient: its worth it!

‘A mind once stretched by a new idea never returns to its original dimensions.’ So said Oliver Wendell Holmes, US author and physician.

Meanwhile, Nils Vesk asked the audience what was on their minds. The topics for discussion emerged:

  • How to get new ideas to business leaders
  • Risk and risk management
  • How to cope with change
  • Are we happier?
  • How can we control greed? And,
  • What is design thinking?

Through the course of the next 90 minutes, the conversation wended its way through these subjects, assisted on its way by passionate interjections from attendees including CEOs, chief creative officers, writers, managers, designers, academics and thinkers of all stripes.

Nils tracked the course of the conversation by drawing and recording the proceedings. His pictures are here:

Visual thinking

See Nils' drawings

Much of the conversation centred around the age old conundrum of stimulating short term innovation while balancing long term profitability. Craig Davis, chief creative officer of Publicis Mojo went further, saying innovation can no longer be solely about the bottom line, it must be directed towards solving the major problems facing the world. The measurability of innovation is a perennial issue for business leaders.

How to effectively engage with customers and the use of social media was a significant focal point, as were ideas for empowering staff to experiment, take risk, and fail.

Thanks again for the invitation to the B21C event last Thursday night at the Opera House. It was a fantastic event! I really came away with lots of new ideas that I picked up from both Anders + Nils, as well as the other business leaders that were in the audience. The conversations were very thought provoking and I am really looking forward to reading the book we all received. Ive been to quite a few business discussions that have been hosted by a range of companies over the last 12 months and this one was by far the most interesting. Well done !

Killer event last night. I’m churning through the book….Thank you for what was another fascinating evening.

Thanks for a fabulous event – extremely stimulating discussion amongst a great crowd of people. Sydney doesn’t have nearly enough of this kind of thing.

I really enjoyed last night. Its been a long time since I felt so excited at a business event. I’m really looking forward to the next Business21C shindig – what will you come up with next?

Thinque tank photos

See photos from the evening

Y the future matters

Monday, March 15th, 2010

The workers of Generation Y are all the buzz in today’s business lit. But are they the only thing going on when it comes to embracing the future? Steve Vamos takes a look at where Gen Y is going, and why it’s not all about them. Interview by Kirsten Lees.

Generation Y, Generation F or the iGen – call them what you like but predictions are that they are set to make up around half the workforce by 2014. There has been a lot of talk about the various generations at work and play today and, in particular, more focus on what Generation Y looks like. They have, after all, been dissected and defined ad nauseum in the general media and in management discourse.

But in my view, the generational change debate has become a bit of an obsession that obscures the real challenges of leadership capability and workplace performance in the broader context of Australian business in the 21st century. These are challenges that have a bearing on the potential contribution – and productivity – of every worker, regardless of age and generation.

It is true that Generation Y – those born between 1980 and 2000 – are emerging as a generation shaped by technology in a way that previous generations could not conceive. They have, to paraphrase Gary Hamel, the features of internet-based lives written into their DNA, features that are missing from the DNA of the mostly-baby-boomer leaders and managers of the average Fortune 500 company. This relationship with technology makes Generation Y different in two ways: in how they interact with the world and in how they articulate their expectations and requirements.

Connect me

Knowledge and connection have always been the core sources of economic activity and development. There is nothing new in this regard. What is different today is the extent and speed with which knowledge can be accessed, shared and converted into economic and social value as a result of progress in information and communications technology. It is important to understand that due to this change, individual human potential (social and economic) is amplified, because now people can access information and connect with others of similar needs and interests more freely and quickly than ever before.

The influence of technology and its amplifying effect on potential is cross-generational, as is its impact on the workplace and customers of business and government services. After all, the fastest-growing user group for social media sites is the 35–49 age range.

Yes, the workforce is always changing because there is generational change. But the workforce is also changing because of the social and technological forces that shape us all.

But the workplace and industrial structures of today have their roots in the industrial development of our economies, and they were designed in a world that was not yet a network wired by the internet. They have not responded fast enough to these changes. This is increasing the always-present gap between the potential of Australian businesses to achieve and their actual performance and productivity.

In order to address the challenges of utilising the potential of our people at work successfully, our organisational leadership, culture and management practices will need to be developed so that they maximise the potential of the fast-changing, highly connected people and knowledge-powered world we live in.

Old meets new

For now, many Australian businesses find themselves operating legacy organisational structures that reflect the industrial age of silos and divisions as well as the association of knowledge and power with hierarchy within organisations. Somehow, we expect these legacy structures to be effective in the highly networked and connected world. What is more, too often, at the top of these inherited hierarchies, sit the baby boomers, ruling a world they have helped to create but are not necessarily equipped to lead.

The discussion on how to manage the influx of Generation Y into the Australian workforce and better accommodate ageing baby boomers should shift to a broader consideration of how to evolve our existing business and industrial structures in a fast-changing, connected context. It should also consider the development and up-skilling of management capability so that leaders are focused on achieving the full potential of their workforces.

We hear a lot about the willingness and readiness of Generation Y to articulate its not-inconsiderable expectations and requirements in ways that set it apart from previous generations. Potentially, Generation Y is the most forthright generation to date when it comes to expressing the gap between performance and potential. Smart managers will take what they hear seriously and interpret the issues and concerns raised by their Generation Y employees to generate solutions and strategies that engage the broader workforce. After all, these savvy Gen Y employees will be saying much of what everyone is thinking.

Therefore, the leadership style that will likely excel is one that will:

  • Ensure a shift from hierarchy-based to enabler-based leadership style;
  • Understand that knowledge is not power;
  • Allow mistakes as part of the learning process; and
  • Understand that communication is a two-way exchange.

Generation Y characteristics – the fundamental values they express of democracy of knowledge, ideas and potential in the working environment – are ideas applicable to workers across all generations in the 21st century.

GENERATION F – The Facebook generation

The work-relevant characteristics of online life, as defined by author and business thinker Gary Hamel in his Wall Street Journal blog, March 24, 2009.

  • All ideas compete on an equal footing
  • Contribution counts for more than credentials
  • Hierarchies are natural, not prescribed
  • Leaders serve rather than preside
  • Tasks are opt-in, not assigned
  • Groups are self-defining and self-organising
  • Resources are attracted, not allocated
  • Power comes from sharing, not hoarding information
  • Opinions compound and decisions are peer-reviewed
  • Users can veto policy decisions
  • Intrinsic results matter most
  • Hackers are heroes