Search results for 'Business' (6)
Dr Ollie Jones
Dr Ollie Jones joined Leeds Business School in 2004 and is a Principal Lecturer in Operations, Enterprise and Supply Chain Management. Ollie graduated in Manufacturing and Business from Cambridge University before working in a large multinational co-operation in a variety of sectors progressing from a graduate to senior management roles. He has been appointed a Teacher Fellow, in recognition of teaching excellence, and continues to works extensively with a different businesses in consultancy, particularly around productivity development, and is currently the research lead for his subject group.
Dr Pedro Pablo Cardoso-Castro
Pedro Cardoso Castro is an international expert on applications of complexity science and organisational cybernetics in management and social issues (internationalisation, entrepreneurship, business resilience, development and growth, peace building, post-conflict management).
Dr Junjie Wu
Junjie is a Reader and Research Lead in Accounting & Finance Group. She has worked in universities in the UK and China for 37 years, and is the author of more than 50 scholarly articles and editor of 2 textbooks.
Dr Adalberto Arrigoni
Dr Adalberto Arrigoni is an Associate Lecturer and an Associate Fellow of the Centre for Governance, Leadership and Global Responsibility at Leeds Business School. He is an Associate fellow of the Higher Education Academy (HEA).
Jon is an active researcher into the creation of better project outcomes. Including: Optimisation; Innovation; Value; Decision Making; Team Working. Bringing that research into to the classroom to create graduates equipped with insight and skills to meet the challenges of project management. John’s PhD examines the causes of tension between project managers and organisation.
John is researching into issues that prevent better valued outcomes for projects. His contention is that projects should concern themselves primarily with the ‘beneficial outcomes’ that were anticipated at their conception. Normative project management, arising from its roots in the engineering paradigm, tends to see projects as delivering ‘tangible things’ or ‘products’. John suggests that such a perspective has proved problematic for those managing projects and is an important root cause of the challenges practitioners experience.
Instead, John suggests we think about projects as having the intention to create beneficial outcomes, intangible benefits, but sometimes measurable improvements from the preceding problem-state. This means treating projects as either ‘ill’ or ‘well’ defined problems and managing them to create a complete solution. In such an approach projects become exciting developments with teams examining and re-examining initial briefs, creating possibilities and modelling the feasibility and viability of how they might innovate their way to more effective and efficient solutions.
To investigate these ideas, John has worked with post-graduate students, to design experimental work that tests focussed hypotheses; and works with practitioners and real-life cases studies of projects and programmes to test whether more transformational changes can be made, to organisational, project and programme performance.
Dean Horsman is a Senior Lecturer in HRM/HRD, Leadership, Employee Engagement and Employment Relations. He is an active Corporate and Executive Coach and former Client Manager for the National NHS Graduate Management Training Scheme through the NHS Leadership Academy.