CURRICULUM VITAE
(a) PERSONAL
Full
Name: Michael Cosby
Knowles
Address: 33 Spring Road, Malvern, 3144
Place of Birth: Longreach, Queensland
Contact Number: Home: (613)
9824 7752
Work: (613) 9903 1810
Fax: (613) 9903 1168
E-mail: mike.knowles@buseco.monash.edu.au
(b) QUALIFICATIONS
University of Edinburgh Ph D, 1968
University of Queensland M Com, 1965
B
Com (Hon), 1961
President,
University College
President,
Psychology Students' Association
University
Rugby XV
Queensland
Rugby XV
Queensland
Agricultural College, Gatton QDAH,
1956
Scholarships
received Commonwealth
Scholarship
Queensland
State Scholarship
(c) APPOINTMENTS
Current appointment
Monash
University, Head
of Organisational Behaviour,
Faculty
of Business and Economics MBA
Program, 2000+
Visiting appointments
Wharton School of Management, Visiting Scholar, 1979
University
of Pennsylvania
Sloan
School of Management, Visiting
Scholar, 1975
Massachusetts
Institute of Technology
Previous Appointments
Monash
Mt Eliza Business School Head
of Organisational Behaviour,
MBA
Program, 1997-1999
Monash
University, Director,
MBA Programs 1994-1996
Faculty
of Business and Economics Coordinator,
General MBA 1990-1993
Lecturer,
Senior Lecturer 1970-1989
University
of Edinburgh Lecturer,
1966-69
Commonwealth
Department of Senior
Personnel Practice Offr., 1964-65
Employment,
Education and Training Industrial Psychologist, 1962-64
At the completion of my first degree I was disinclined to
enrol in a higher degree immediately as I had found neither an area that really
appealed to me nor a topic in which I was interested. In Australia at the time,
organisational behaviour as a field of inquiry was non-existent. So my first
job after graduation was in the Personnel Practice Section of a Commonwealth
Government department which undertook research and advisory work in the
personnel area. Not only was this experience invaluable but also it gave me the
material to enrol for a Masters degree which I completed part-time. Another immense benefit was that staff had
the opportunity to publish the results of their research. In this way I was
lucky to have one of my articles reviewed in a British journal by an academic
at the University of Edinburgh. This led in due course to my being appointed on
a short-term contract at that University, and this position was converted to a
tenured lectureship one year later. At the same time I enrolled for a Ph.D.
which I completed in three years.
Not long after receiving the Ph.D. I was contacted by
Monash University which had just launched its MBA and wanted someone to lecture
in the field of Organisational Studies. Although the four years in Scotland
were wonderful, and what I learnt as a Faculty member at the University
indescribably beneficial, I decided to return to Australia and contribute what
knowledge and skills I had acquired to this bold initiative of Monash
University in launching only the second MBA in the country. The timing was
perfect for I had the privilege of lecturing to the first cohort of students in
the final year of their program and thus to each cohort of students who have
joined the MBA ever since. Along the way I have been involved with most major
decisions concerning the development of the program, and in due course I was
appointed to the position of MBA Director. During this time the program grew
not only to become the largest and top ranked MBA program in Australia but also
the largest graduate program of any University in the nation.
Paradoxically, the success of the MBA in one way became
its undoing in another. By this I mean that the program was the first in the
University to be privatised, in so far that the MBA had to operate totally
independently of the University from a financial point of view. This was
achieved simultaneously by combining the MBA Division with the Australian
Management College to form the Monash Mt Eliza Business School, a merger which
lasted five years until the University under new leadership wanted to reclaim
the MBA as its own. Owing to my identification with the MBA I was seconded from
the University to the Business School for this five year period, returning to
the University at the beginning of last year when the MBA did also where we are
now both happily re-ensconced in our former surroundings.
Of all the things that I have been involved with in the
development of this innovative and dynamic program, the one that I wish to
emphasise is the international orientation of the degree. This is illustrated
in two principal ways. One, is the student body which comprises approximately
30 per cent of international students. This is over twice the average for the
University as a whole. The other is the extent to which I have had the
opportunity to lecture, attend conferences and recruit students overseas,
mainly in the Asia region. In this way my international experience has
broadened over time to include most countries in the broad triangle linking
India, Japan and Indonesia.
(d)
INTERNATIONAL AWARD
Largely for my involvement with the International Association of Applied Psychology and the International Union of Psychological Science, both of which will be describe more fully later, but also on account of my work in the Asian region as just described, in 1998 I was presented with the inaugural Annual Award of the American Psychological Association for ‘distinguished contributions to global psychology’.
(e) RESEARCH
On account of the overwhelmingly important role which
research plays in academic life I have always been actively involved in
research and have published regularly.
These activities fall into three categories.
The first of these revolved around my Ph.D. and led to
seven publications in refereed journals.
To some extent, however, this thesis formed the start of what turned out
to be a decade of continuous research culminating in the publication of the
monograph Organizational Functioning: a
Behavioural Analysis. This is one
of the few research monographs by an Australian author to be published
overseas, and has been reprinted twice.
The second major line of research inquiry was developed
around the principal subject in which I teach, and again what amounted to an
unbroken decade of research led to the publication of Organizational Behaviour: Changing Concepts and Applications. To undertake this task was a major decision
for I realised it would take me out of mainstream research until the manuscript
was completed. At the time I was the third most cited author in our Faculty but
what overrode this consideration was the fact that the kind of organisational
behaviour that I was teaching was essentially North American and European in
structure and content, by virtue of the textbooks prescribed for the subject.
Given this, practically no real allowance was being made for the local cultural
context in which this knowledge and its associated techniques were to be
applied. So the intent of the book was to take the best of international theory
and practice, and draw upon local research and case studies whenever possible.
Without going into detail unnecessarily, suffice it to say that the initial aim
was to complete the book in two and a half years. In the actual event, it took
three times this long. Then I understood why so local few academics write
textbooks from scratch, preferring to make adaptations of successful overseas
publications although, not withstanding the above, this remains a practice that
I cannot condone.
Currently, I am involved in a third line of research dealing with planned organisational change. It is common experience that many change programs run into difficulty because of a lack of recognition and awareness of organisational culture. Thus, the present research is concerned with developing ways and means of identifying organisational culture so that a model of planned change consistent with the prevailing organisational culture can be chosen.
The refereed articles arising out of these three main
areas of activity have been published in a variety of journals. The most
prestigious of these are the International
Journal of Psychology, the principal publication of the International Union
of Psychological Science; Applied
Psychology: an International Review, the flagship publication of the
International Association of Applied Psychology; and Human Relations, the primary journal concerned with the integration
of the Social Sciences. My most recent
top level publication was in Executive
Excellence.
In addition, seen in its broadest sense, there have been
two other areas of research activity. One of these has involved my Ph.D.
supervision in which I have encouraged students to follow lines of inquiry
which are highly original. Perhaps the
most innovative of these was a study in which the student attended in the role
of an observer all meetings over a two and a half year period of a prominent
Archbishop with his Bishops and senior managers. This research was concerned
with identifying how change within institutions is influenced by the values and
beliefs held by its leaders, in this case, its senior clergy and
administrators.
In the second of these additional areas of activity, by
virtue of my commitment to scientific and professional associations which will
be described later, I have also published a sizeable number of non-referred
articles, all of which have been written for national and international
audiences. These reflect my heavy
involvement at a senior level in recent years in the governance of these
international associations.
Publications
1999. Competitive
teams. Executive Excellence, 16, 10, 19 (invited article).
1998. Regional
Congress of Psychology for Professionals in the Americas. International
Journal of Psychology, 33, 5, 363-366.
1998. Secretary-General's Report. Newsletter of the International Association
of Applied Psychology, 10,1,4-6.
1997. Increasing organizational effectiveness through
organizational analysis. Australian
Psychologist, 32, 3, 1-5 (invited
article).
1997. Secretary-General's Report. Newsletter of the International Association
of Applied Psychology, 9,2,4-14.
1997. Managerial competencies: an international review. Proceedings of the Regional Congress of Psychology for Professionals in the Americas, Mexico City, 310-314 (invited address).
1997. Secretary-General's Report. Newsletter of the International Association
of Applied Psychology, 9,1,3-6.
1996. Analysing and managing organizational values. Proceedings of the Fifth International
Conference on Work Values and Behavior, Montréal, 487-496.
1996. Secretary-General's Report. Newsletter of the International Association
of Applied Psychology, 8,2,3-6.
1996. Secretary-General's Report. Newsletter of the International Association
of Applied Psychology, 8,1,4-7.
1995. Conceptualizations of work, family and leisure by
managers of information technology. In
H.S.R. Kao, D. Sinha and S.H. Ng (Eds.) Effective
Organizations and Social Values.
London: Sage Publications (reprinted).
1995. Secretary-General's Report. Newsletter of the International Association
of Applied Psychology, 7,2,3-4.
1995. Secretary-General's Report. Newsletter of the
International Association of Applied Psychology, 7,2,3-4.
1995. Secretary-General's Report. Newsletter of the International
Association of Applied Psychology, 7,1, 6-9.
1994. Editorial. Newsletter of the International
Association of Applied Psychology, 6,2,2.
1994. Editorial. Newsletter of the International
Association of Applied Psychology, 6,1,2-3.
1993. Editorial. Newsletter of the International
Association of Applied Psychology, 5,2.2.
1993. Editorial. Newsletter of the International
Association of Applied Psychology, 5.1.2.
1992. Editorial. Newsletter of the International
Association of Applied Psychology, 4,2,2-4.
1992. Editorial. Newsletter of the International
Associated on Applied Psychology, 4, 1, 2.
1991. Editorial. Newsletter of the International
Association of Applied Psychology, 3, 2,6.
1991. Editorial. Newsletter of the International
Association of Applied Psychology, 3,1,2.
1990. Editorial. Newsletter of the International
Association of Applied Psychology, 2,2,2-4.
1990. Visiting Kyoto. Newsletter of the International
Association of Applied Psychology, 2, 1, 6-10.
1990. Editorial. Newsletter of the International
Association of Applied Psychology, 2, 1, 2.
1990. Conceptualizations of work, family and leisure for
managers of information technology. International Journal of Psychology, 25,
735-750.
*1990. Organizational
Behaviour: Changing Concepts and
Applications. Sydney: Harper and Row.
1989. Editorial. Newsletter of the International
Association of Applied Psychology, 1, 1, 2-3.
1989. The International Association of Applied Psychology
and its 1990 Congress in Kyoto.
Bulletin of the Australian Psychological Society, 11, 3, 96-97.
1989. Editorial. Newsletter of the International
Association of Applied Psychology, 1, 2, 2-3.
1988. An investment in education. Australian Director, July/August, 40.
1988. 21st International Congress of Applied
Psychology. Applied Psychology: an International Review, 37, 1, 85-93.
1988. The International Association of Applied Psychology
and the 1988 Congress. Bulletin of the
Australian Psychological Society, 10, 3, 118.
1987. Impressions from 21st International Congress of
Applied Psychology, Jerusalem, 1986. Man and Work, 1,1, 48-57.
1987. Organizational behaviour : trends and issues in
Australia. Journal of Social and Economic Studies, 4,4 283-296.
1987. Trends and issues in organizational psychology. Proceedings 22nd Annual Conference of the
Australian Psychological Society, Canberra.
1986. International Association of Applied Psychology:
objectives, structure and current activities.
Proceedings 21st Annual Conference of the Australian Psychological
Society, Townsville.
1986. Viable and dysfunctional organizational units. Proceedings 21st International Congress of
Applied Psychology, Jerusalem.
1985. Re‑structuring Council: time for a different approach. Bulletin of the Australian Psychological
Society, 7, 2, 24‑27.
1985. The International Association of Applied Psychology
and the 1986 Congress in Jerusalem.
Bulletin of the Australian Psychological Society, 7, 3, 22 & 31.
1985. IAAP 1986 Congress in Jerusalem. Bulletin of the Australian Psychological
Society, 7, 5, 44.
1984. 1988 International Congress President. Bulletin of the Australian Psychological
Society, 6, 2, 1,.
1983. Models for restructuring Council. Bulletin of the Australian Psychological
Society, 5,2,1‑3.
1983. Academic interests of members of the Executive
Committee of the International Union of Psychological Science. Bulletin of the Australian Psychological
Society, 5,4,3‑4.
1983. National Director: role and responsibilities. Bulletin of the Australian Psychological
Society, 5,5,3‑7.
1982. Presidential address: so this is psychology. Australian
Psychologist, 17, 221‑237 (invited paper).
1982. Re‑structuring Council. Bulletin of the Australian Psychological Society, 4, 5, 3‑4.
1982. In retrospect.
Bulletin of the Australian Psychological Society, 4,4,1‑2.
1982. The 1981 Conference of the Chinese Psychological
Society. Australian Psychologist, 17, 119‑127.
1982. The Chinese Psychological Society. Bulletin of the Australian Psychological
Society, 4,1,3.
1982. Turbulence:
adaptation and accommodation.
Bulletin of the Australian Psychological Society, 4,2, 1‑2, 1982.
1982. Production and satisfaction vis‑a‑vis
performance and morale. Proceedings
20th International Congress of Applied Psychology, Edinburgh.
1982. Meeting change with challenge. Bulletin of the Australian Psychological
Society, 4,3,4.
1982. Zuzhi guanli xinlixue di fazhan. Waiguo
xinlixuejia baogao ji (Developments in organizational psychology. Psychology Bulletin, Chinese Psychological
Society), 41‑46. (invited paper).
1981. Council:
function and structure. Bulletin
of the Australian Psychological Society, 3,6,1.
1981. Developments in organizational psychology. Proceedings Chinese Psychological Society
Conference, Peking (invited address).
1981. Unity and diversity. Bulletin of the Australian Psychological Society, 3,5,4.
1981. Labour turnover: aspects of its significance. Reprinted in W.M. Ainsworth and Q.F. Willis
(eds.) Australian Organizational
Behaviour: Readings. Melbourne: Macmillan.
*1980. Organizational
Functioning: a Behavioural Analysis.
Farnborough: Gower Press.
1979. Job satisfaction and the organization's internal
structure. Australian Journal of Management, 4, 69‑78, (with A.D.
Knowles).
1979. Organizationally induced absenteeism. Journal
of Industrial Relations, 21, 351‑357.
1978. An empirical analysis of organizational
culture. Proceedings 19th International
Congress of Applied Psychology, Munich.
1978. Factors affecting job satisfaction of
supervisors. Journal of Industrial Relations, 20, 138‑145, (with A.D.
Knowles).
1976. Labour turnover:
aspects of its significance. Journal of Industrial Relations, 18, 67‑76.
1975. A case study in organization development. Australian Psychological Society 9th Annual
Conference, Perth. Abstract: Australian
Psychologist, 10, 114.
1975. Furthering insights into the management of
people. In D. Gunzberg (ed.) Bringing Work to Life: the Australian Experience. Melbourne:
Cheshire, in association with the Productivity Promotion Council of
Australia.
1975. Interdependence among organizational
variables. Human Relations, 28, 431‑450.
1974. Organization development in Australia: some psychological contributions. Australian Psychological Society 8th Annual
Conference, Sydney. Abstract: Australian Psychologist, 9, 98‑99,
(with P. Ivanoff & J.P. O'Connor).
1974. Industrial
relations in Australia: an organizational perspective. Journal of Industrial
Relations, 16, 21‑28.
1973. Psychological and sociological aspects in
industrial relations. In Industrial
Relations in the Transport Industry, The Chartered Institute of Transport,
Melbourne.
1972. The nature of industrial accidents. Journal
of Industrial Relations, 14, 125‑131.
1972. The criterion question in systems theory. Australian Psychological Society 7th Annual
Conference, Canberra. Abstract:
Australian Psychologist, 7, 258.
1967. Changing management practices in an industrial
organization. Proceedings European
Foundation for Management Development Conference, Edinburgh.
1965. A longitudinal study of labour turnover. Personnel
Practice Bulletin, 21, 6‑17.
1965. The impact of management decisions on labour
turnover. Personnel Practice Bulletin, 21, 42‑48.
1965. Person‑person interactions in the man‑machine
system. Proceedings 1st Annual
Conference, Australian Ergonomic Society, Melbourne.
1964. A review of labour turnover research. Personnel
Practice Bulletin, 20, 25‑37.
1964. Labour turnover ‑ costing and cost. The
Australian Accountant, 34, 385‑389.
1964. Personnel and job factors affecting labour
turnover. Personnel Practice Bulletin, 20, 13‑18.
1963. Group assessment in staff selection. Personnel
Practice Bulletin, 19, 6‑16.
(f) TEACHING
Just as research acts as a stimulus for teaching, so too
does teaching act as a powerful motivation for learning, and in all my teaching
I have aimed to make the learning experience for students one of the most
memorable aspects of their degree.
In keeping with this commitment to enthusiasm in
learning, I have always been dedicated to innovation in teaching, both in
content and method. For example, both
the two main subjects in which I teach were the first of their kind to be
introduced into Australian University syllabuses. In other words, the Monash MBA was the first program in
Australia, either graduate or undergraduate, in which Organisational Behaviour
was taught, and the same applies also to Human Resource Management. In other words I was able to bring
innovations to applied psychology in general and management education in
particular which reflected the latest international advances in these areas.
In similar vein, I was the first person in Australia to
use process analysis as a way of understanding small group behaviour and to
employ this method in a teaching context to facilitate experiential learning.
Such an innovation was one of the immediate outcomes of my first sabbatical
leave taken with the Sloan School of Management at the Massachusetts of
Technology. Thus I was able to connect applied psychology and management
education in Australia not only with the Lewinian group dynamic movement in
North America but also its European antecedents. As indicated in the
Attachments, these innovative approaches to teaching and learning have
consistently been welcomed by students who rate the major subjects in which I
teach as among the most highly valued in their programs.
Apart from wanting to keep applied psychology in general
and management education in particular abreast of the latest developments in
international theory and practice, I have also wanted to make local students
aware of the contributions of Australian psychologists to the global body of
knowledge uniting us all. In this regard,
two people stand out in particular, namely Elton Mayo who joined Harvard
University in the USA and Fred Emery who worked at the Tavistock Institute of
Human Relations in Britain. In other
words, rather than introducing students to a body of knowledge that is remote
and abstract, my aim has been to demonstrate that they are just as much in
touch with the field as any other students in the world.
In addition, as alluded to before, over the past decade I
have had an increasing number of opportunities to lecture in Asia. This has been mostly in countries with
developing economies and thus ones very much in need of benefiting from
international theory, methodology and technique. In this respect my most recent visit was last year when I was
invited to Vietnam to lecture on the Overseas Volunteer Program organised
through the auspices of the National University of Vietnam in Hanoi. In every case of lecturing overseas, just as
I have done in Australia, I have tried not only to connect students with
current global thinking but also, in so far as I am able, to relate the latter
to their own history, language and culture.
(g) PROFESSIONAL ACTIVITIES
Given the professional as well as the scholarly and
scientific orientation of the field in which I teach and research, it has been
of the utmost importance to become actively involved in professional
associations. This I did firstly with the Australian Psychological Society and
next with the International Union of Psychological Science. Currently it is with the International
Association of Applied Psychology.
In the Australia Psychological Society I served initially
as its Treasurer and later as its President.
In connection with the International Union of
Psychological Science, in 1980 I was elected onto the International Congress
Committee which was responsible for planning and hosting the 24th
International Congress of Psychology in Sydney. This attracted over 3,500 registrations and is one the largest
scientific meetings ever convened in Australia.
My most recent involvement has been with the International
Association of Applied Psychology, one of the oldest associations of
international psychologists in the world.
In 1986 I was elected onto the Association's Executive Committee, and in
1990 I was elected to the post of Secretary-General, the first Australian to
hold this position. Subsequently I was elected to serve a second term in this
office.
(h) CONSULTING
One of my main interests in professional involvement of
this kind is that it provides opportunities to keep Australian in touch with
international trends and advances, and thus quicken the rate of diffusion of
knowledge between Australia and the rest of the world. In this connection I organised the
"Managers of Tomorrow" conference in Melbourne which comprised a
distinguished panel of overseas speakers who presented a critical review of the
latest thinking and practice in management viewed from an international
perspective. This Conference was Monash
University's only endorsed Bicentennial activity, and attracted a large group
of senior executives from every State and Territory in Australia, as well as
New Zealand.
In addition, I have always maintained close contact,
principally with private sector organisations but also with government
departments, advising and lecturing on a wide range of issues involving various
aspects of organisational behaviour, human resource management and planned
change. My most important recent
activity has been with a large and very successful Thai company for whom I
organised a residential course on strategic management for its top echelon of
business executives.
(i) ACADEMIC PLANNING AND GOVERNANCE
For the past decade or more I have been heavily involved
with University administration at several levels. The greatest of these
involvements has been with the MBA program to which I was appointed in 1970
just after the inception of the degree in 1968. Over the period of time since then I have served on every kind of
committee associated with the MBA. I became Director of the program in the
mid-nineties taking it to be the largest and top-ranked MBA in Australia. When
at this junction the MBA Division was amalgamated with the Australian
`Management College to form the Monash Mt Eliza Business School, I was seconded
to the new Business School but returned to the University when the de-merger
occurred at the end of 1999 and the MBA was brought back to the University.
At the time of the amalgamation I was a member of two
Faculty Committees (the Academic Promotions Committee and the Occupational
Health and Safety Committee), as well as one Inter-Faculty Committee (the
Psychology Advisory Board in the Faculty of Science) and one University
Committee (the Discipline Committee).
Previously, I have been a member of practically all Faculty Committees,
as well as Warden of a University Hall of Residence, Chairman of the Committee
of Wardens, and a member of the Halls of Residence Committee, then a Standing
Committee of the University.
(j) HOBBIES
Sporting - Tennis, Skiing, Swimming/surfing
Entertainment – Theatre, opera, films
Travel – directly or indirectly through work I have visited the following countries:
Europe: Scotland, England, Ireland, France, Spain, Italy, Norway, Sweden,
Denmark, Netherlands, Belgium, Germany, Switzerland, Austria, Czech Republic,
Hungary, Serbia, Bosnia, Greece
Africa and the Middle East: Egypt, Israel
Asia: India, Thailand, Japan, mainland China, Hong Kong, Taiwan,
Philippines, Vietnam, Malaysia, Singapore, Indonesia
North and Central America: Canada, Mexico, United States (Massachusetts, New
Hampshire, Vermont, New York, New Jersey, Washington D.C., Virginia, North
Carolina, South Carolina, Georgia, Alabamma, Mississippi, Louisiana, Texas, New
Mexico, Arizona, California, Nevada, Utah, Colorado, Nebraska, Iowa, Indiana,
Illinios, Ohio, Pennsylvania)
Pacific: Australia, New Zealand, Papua New Guinea, Hawaii
Language
Skills - Mandarin Chinese,
Japanese, French, German, Hebrew, Vietnamese.
(basic level only)
ATTACHMENTS
1 Comments from MBA Course Evaluations
2 Comments from Extra-mural Management Development Courses
3 Comments relating to the "Managers of Tomorrow"
Conference
Attachment
1 - COMMENTS FROM MBA COURSE
EVALUATIONS
. Well
presented, comprehensive course.
Extremely beneficial and relevant to my work and work organisation. A great effort.
. Fantastic
subject. Extremely relevant to the
corporate environment.
. A very
enjoyable subject. My congratulations.
. The
subject was intellectually stimulating as well as very enjoyable. This I attribute to the excellent attitude
of the lecturer.
. Excellent
subject. The lecturing style and
assistance given to the students is great.
. This was
far and away the most well coordinated and organised subject I have done.
. Workload
high, but very useful assignments.
`Experiential' exercises excellent.
Useful subject.
. The
workload is extremely high, however, this was one of the few times I felt I was
doing a course for what's in the course (i.e., content) rather than focussing
only on the final exam.
. First
class! The best course I have attended.
. Enjoyable,
well structured and interesting. As an
engineer, refreshingly different. I can
see why engineers for example sometimes get a reputation. This course should be mandatory, if not at
undergraduate level then as part of engineers' professional development. I would like to send some of my staff to
this subject.
Attachment
2 - COMMENTS FROM EXTRA-MURAL
MANAGEMENT DEVELOPMENT COURSES
. The
(Staff) College is very fortunate to have a man like Dr Knowles to give
continual sessions during the three weeks.
A most human and understanding person.
. I have
thoroughly enjoyed his presentations and feel that I have gained from them.
. Could
listen to this guy all day.
. The last
two sessions by Dr Knowles were again of great interest. The College is most fortunate to have a man
of such knowledge and popularity on the lecturing staff.
. Dr
Knowles is excellent and all his training sessions are excellent.
. Another
excellent session.
. All Dr
Knowles' segments have been interesting and thought provoking.
. Dr
Knowles - great.
. This
session was very helpful in enabling me to learning how to accept and implement
the many changes that are taking place in our organization now and in the
future.
. Looking
to the future we should now be prepared for anything.
ATTACHMENT
3 - COMMENTS RELATING TO THE
"MANAGERS OF TOMORROW" CONFERENCE
. First of
all I want to say again how deeply impressed I was with the success of your
venture in launching and organising the "Managers of Tomorrow"
Conference. I also want to thank you
for the sumptuous hospitality at your home and elsewhere. It was a memorable experience.
(Dr)
F.A. Heller
Director
Tavistock
Institute London
. Let me
say again how much I and the rest of our "team" appreciated all of
your gracious hospitality during our visit to Melbourne, and especially all of
your careful planning and thoughtful arrangements. It was certainly a tour de force performance as an impresario and
host on your part, and consequently I have a number of very pleasant memories
of that week.
Professor
L.W. Porter
Dean
Graduate
School of Management
University
of California
Irvine
. I would
like to say that my visit to Melbourne was one of the best personal and
professional experiences I have ever had.
I appreciate your kindness and all that you did to make the visit a
success.
Professor
Xu Liancang
Director
Institute
of Psychology
Beijing
. Upon
returning, and having found some time to breathe again after the pile of work
on my desk, I should like to thank you for all the support and hospitality
poured on us during our visit in Sydney and especially in Melbourne. I think it was a great experience for us and
I admire your skill in putting the Conference symposium and manager workshop
into reality - brilliantly done.
Professor
B. Wilpert
Institute
fur Psychologie
Technische
Universitat
Berlin
. Before
anything, I would like to thank you for everything you did for me in Sydney and
Melbourne. It was the first time I have
visited Australia. It was an exciting
trip, and the people were also very kind.
The thing I enjoyed most was my visit to Melbourne.
Professor
J. Misumi
Dean
of Social Sciences
Nara
University
Japan
ATTACHMENT
3 (cont'd)
. A note
to let you know how much my colleague and I enjoyed the Conference. This was a wonderful initiative for our
largest (as I have most recently become aware) Business School, and a fitting
landmark in Australia's Bicentennial Year.
I have returned to IBM suitably enriched with new ideas, and perhaps a
little more confident of Australia's own position with respect to international
thinking in management.
Congratulations.
A.D.
Glasgow
IBM
. Thank
you for the invitation to yesterday's Conference. It was a brilliant success - especially your chairmanship.
Mr
F. Lawson
Chairman
of the Board of Directors
Gibson
Chemical Industries Ltd
. This is
just a short note to thank you for inviting me to your "Managers of
Tomorrow Conference". I am sure
you must have been pleased with the large number of delegates. My congratulations to you for organising
such a successful event.
Nancy
J. Hogan
President
Graduate
Management Association
. I would
like to congratulate you upon the Conference "Managers of
Tomorrow". It was outstanding in
all respects. You assembled a group of
international experts, the like of which has never been seen in Australia; they
all performed well on the day; the Conference ran smoothly; it attracted a large high level
audience; it boosted the image of the
Graduate School of Management; and it
was a financial success. Thank you and
congratulations.
Professor
A.H.M. Fels
Chairman - Australian Competition and Consumer Commission