Newcastle University to offer Executive Master of Business Administration in Newcastle for the first time in 2022 | Newcastle Herald

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What has influenced your career? I was born / raised in the south of England and always wanted to be a teacher. I used to organize “lessons” in our garden shed with the neighborhood children! What brought you to Australia and why did you choose to do a Doctor of Philosophy at UoN? My husband came home one evening and told me that we had the opportunity to go to the United States or Australia because of his job. I chose Australia because I had never been here before – and we have never looked back! Before we left I was teaching at Henley, Oxford and had just completed a masters degree. A doctorate was the next step, so when we got to Newcastle I applied for a job at the university and signed up for a doctorate. Why did you choose a university life? University life has allowed me to extend my love of teaching, research and travel (until COVID-19 strikes!). My professional career is linked to the search for new challenges in life and work. Having a range of different positions at universities in Australia, the Middle East and Indonesia provided many experiences. You are the Director of the UoN Executive Master of Business Administration (EMBA) offered by Newcastle Business School. What does he offer? The EMBA offers 8 cutting-edge courses that can be completed in just over a year, with graduates achieving Chartered Manager status upon completion. This is an intensive program comprising 16 intensive sessions and all assignments are based on workplace projects, resulting in an immediate return on investment. Applicants need either an undergraduate degree and 7 years of professional experience or 10 years of relevant professional experience. Until now, the EMBA has only been offered on the Sydney campus. Relocating to Newcastle for the first time in 2022, the EMBA offers a great opportunity for mid-level managers – of whom there are many in the Hunter. Has the emergence of COVID-19 changed the structure of courses? COVID-19 has changed course delivery (at our Sydney campus) as all teaching has moved online. The content of the program also included taking into account the changes that were required from the leaders and employees of the organization as a result of the mandatory closures. Of particular relevance were the EMBA courses on Sustainable Organizational Change and Business Strategy for Global Uncertainty, where participants analyze industry reports and more on impacts, strategies and responses before and during the process. pandemic and how the knowledge gained could benefit their own businesses. Why is Mindful Leadership, co-taught by Newcastle businesswoman Charlotte Thaarup, part of the EMBA program? With a focus on resilience, self-awareness, and leadership development, Mindful Leadership has proven invaluable to EMBA cohorts during the pandemic. Charlotte is an expert in Mindful Leadership which is the basis of the other 7 courses. You recently co-authored a journal article COVID-19 Crisis, Work and Employment: Policy and Research Trends. What were the main conclusions? There is a definite need to work more in this area. The COVID-19 crisis has exposed weaknesses in policies and systems, particularly with regard to the impact of inequality and precarious work on the most vulnerable workers. The document notes that so far governments have equated the national “good” with economic growth, but this approach has changed to focus on community security and well-being. Is this the case in Australia? The priorities have been to reduce infections – closing borders, closures, etc., which of course affected the economy. While these measures had the desired effect, they also led to social isolation and mental health issues, leading the government to introduce more subsidized mental health services through Medicare and the kit. COVID-19 Workplace Mental Health Resource. Many companies have also implemented entrepreneurial strategies that allow greater connection with employees who work remotely. He also notes that some companies have taken advantage of JobKeeper and that government, businesses and other organizations need to come together to promote a more equal workplace, especially for vulnerable people. Do we see this happening? Not yet, as there are around 13 million workers in Australia, of which 2.3 million are “casual workers” who do not enjoy rights such as paid vacation and sick leave. Vulnerable workers also include people with low skills and / or who could not work from home during the pandemic. The document asks if, after COVID-19, economies, businesses and workers can return to “business as usual”… “Normal” is likely to be different in the future. For example, as our studies and others point out, preferences for hybrid work models offer benefits to both employees (flexibility, no travel time) and employers (smaller workspaces, more productivity).

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