Think differently. Doctorate of Business Administration (DBA)

Transcription

1 Think differently. Doctorate of Business Administration (DBA)

2 Contents 5 Why do a DBA at Southampton 7 A broad research base 8 Applying our research 15 Our research centres 17 Who delivers the DBA 21 The programme 22 How to apply

3 Take the world s best cutting-edge thinking, translate it into practice and use it to solve complex business issues. This rigorous and relevant DBA will help you to think differently. Your reward will be the satisfaction of knowing that you have made an original contribution to knowledge in your field and simultaneously enhanced your own professional practice. The DBA is equivalent to a PhD, but distinctively different. Unlike a PhD which addresses a purely academic question, the research you will engage in will deal with high level strategic business issues and problems. You will not have the luxury of being a distant bystander because your research will be conducted from within the organisation of your choice and applied there. This makes the DBA intellectually stimulating and professionally challenging. Many senior managers and consultants who decide to study a DBA do it simply for the personal challenge. However, it can facilitate a move to a portfolio career and open the gateway to a life in academia. Whatever your reason for choosing the DBA, you will benefit from being introduced to the models, theories and concepts from the world s leading thinkers, which if understood and utilised appropriately, can take your ability to solve business issues to an entirely new level. I hope to have the pleasure of meeting you on the Southampton DBA in the very near future. Dr John Marti, DBA Programme Director 3

4 4 Southampton Management School Executive Education Centre

5 Individuals and sponsoring organisations see return on their investment from day one and throughout the programme. A University of Southampton DBA could change your life. This degree programme will challenge you to examine how you work and develop your skills to move ahead in your career. Our Programme Director Dr John Marti is an experienced senior lecturer on business strategy and has taught students in many areas including marketing, change and leadership. As a professional consultant, he has frequently run executive development programmes and extended workshops for many high-profile UK and international clients. I am delighted to take responsibility for the DBA programme which is now in its fourth year at Southampton and look forward to working with individuals in the public and private sectors as they develop their own knowledge and skills and become catalysts for change in their companies and organisations, he says. We recruit a small number of highly motivated students each year and work closely with them to support them to achieve their aims. The DBA is essentially an advanced research degree for people who are working. It combines carrying out rigorous research with improving your practice as a manager; you will work on real world problems which are important to you and your colleagues while demonstrating an ability to use sophisticated analytical academic tools to tackle the issues. In a traditional academic PhD you carry out research on an organisation; with a DBA you will be working within that organisation. We believe you will need seven to ten years real experience at a managerial level so the best people will hold senior posts in companies and consultancies who are thinking about broadening their skills for the next stage of their careers. Our graduates often find they become better at solving complex problems; they improve their ability to deal with other people and generally increase their self-awareness in business. Examples abound of DBA students making a difference even before they complete their degree. Academic staff at Southampton recall how the work of one DBA student turned his organisation s leadership development programme on its head by identifying that the competencies needed to lead change were considerably different to those required for operational leadership. In another case, research carried out as part of a DBA helped a major manufacturing company consistently recruit proficient non-executive directors for the first time. During your DBA you will be supervised by individuals at the forefront of their disciplines and many of whom have extensive experience as practitioners. Many sponsoring organisations see this as an important value add because it helps to ensure that research you produce as part of your DBA is scrutinised by experienced eyes and benefits from their input. From the start of your DBA your sponsoring organisation can also expect to see your range of capabilities enhanced. Much of our work with you will involve holding up a mirror to you, so that together we identify the capabilities you really need to work on. Experience tells us that these are often not what they seem at first glance. Perceived poor negotiation skills can in reality be a lack of understanding of client needs or simply poor presentation skills. We will help you identify the underlying issues and work on them together as part of your professional development plan. Your sponsoring organisation will benefit from the research you produce and the capabilities you gain as you work your way towards your doctorate. Increasingly, many organisations recognise that the DBA plays an important role in their talent management plans because it provides intellectual stimulation for their most valued employees and helps to ensure that people like you feel recognised and rewarded. If you would like to meet John to discuss how studying a DBA will benefit you and your organisation, please contact him directly. 5

6 6 Professor Tolga Bektas showing how mathematical modelling helps to find sustainable solutions for transportation problems.

7 We are justifiably very proud of the quality of our research. A member of the prestigious Russell Group of universities, the University has maintained its position as one of the UK s top research universities, following publication of the last Research Assessment Exercise. The Management School s philosophy of: research in organisations, not on organisations fits perfectly with the DBA s dual aims of making a contribution to research and practice enhancement. On joining the DBA you will immediately become a member of our research community. When working remotely you will be able to access an impressive range of journals, articles and papers via an online learning environment. During your visits to the School, you will be able to use the Hartley Library, one of the leading research libraries in the UK. The School has a broad research base from: Accounting, Accountability and Governance Banking, Finance and Sustainable Development Corporate Responsibility and Sustainability Entrepreneurship Finance and Banking Health Human Resource Management Knowledge Management and Information Systems Leadership and Change Management Science Marketing Organisational Behaviour Risk Strategy Supply Chain Management Our PhD programme has been awarded +3 recognition for full-time students by the Economic and Social Research Council. 7

8 Helping save lives at sea. Our management experts support the RNLI Management scientists and engineers at the University of Southampton have joined forces with the Royal National Lifeboat Institution (RNLI) to reduce the operational costs of its fleet through a Knowledge Transfer Partnership. The RNLI currently supports 300 lifeboats based at 235 lifeboat stations around the UK and Ireland. The sophisticated vessels are engineered to high standards so the volunteer crews can carry out rescue operations in the worst sea conditions. We are developing computer models to capture the commercial and logistics issues around the costs of building and maintaining the lifeboat fleet and looking at the technical design issues involved in deciding how frequently the boats and their equipment need maintenance, to manage these costs. 8

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10 Overhauling the airline industry. Streamlining maintenance supply chains 10

11 University of Southampton specialists in management science and computer science are jointly working on ways of making the airline industry more efficient. They are exploring how aircraft engine overhaul systems can be improved to reduce the time these engines spend in workshops around the world. This involves investigating complex airline supply chains and scheduling systems. The Engineering and Physical Science Research Council awarded a major grant for the work to Douglas Macbeth, Professor of Purchasing and Supply Chain Management, along with Professor Nick Jennings and Dr Alex Rogers from the University s School of Electronics and Computer Science. The work was carried out in collaboration with Rolls-Royce plc. Supply chains are very complex, said Douglas. Business leaders need as much information as they can to understand what is going on so they can make informed decisions and our joint research will bring new insights to these issues. Computer agents are being used to explore different methods of creating better scheduling solutions in this complex and dynamic setting. These are computer systems which are capable of flexible autonomous action in dynamic and unpredictable situations. 11

12 12 Delving into the dark side. Research that could lead us out of the credit crunch

13 The behaviour of leaders could affect how companies recover from the credit crunch, according to a new study by the Management School. The results of the pilot study challenge traditional views of leadership, suggesting that leaders who appear to offer heroic and visionary leadership may also be narcissistic self-obsessed and domineering. This type of behaviour can damage a company internally, causing a drop in long-term performance. One example is the excessive risk-taking behaviour that led to the recent banking crisis. Malcolm Higgs, Professor of HR Management and Organisational Behaviour, says: If we want to avoid the damaging impact of narcissistic behaviours on organisations in the future, we need to change our view of leadership. A key part of this will be emphasising the importance of a leader being open to challenge and able to engage others in decision making. Malcolm is also looking at how companies can detect the early signs of narcissism and coach leaders to make them aware of the dark side of their behaviour. 13

14 14 Dr Yue Wu from CORMSIS used mathematical programming techniques to deal with the issues of stacking and storing in container terminals as requirements and information constantly changes. The focus of the work was at DP World Southampton, the second biggest container port in the UK.

15 Our international reputation has been further enhanced through the work of our research centres: Centre for Risk Research. The Centre s aim is to encourage a deeper appreciation of the nature of risk, to develop approaches to its analysis and to assist organisations to improve the quality of decision-making and to manage risk and uncertainty. Centre for Research in Accounting, Accountability and Governance. The Centre focuses on the relationship between accounting, accountability and governance in as broad a sense as possible. Centre for Operational Research, Management Science and Information Systems. (CORMSIS) The Centre covers the whole spectrum of current issues from theoretical mathematical developments to problem structuring and knowledge management. It is one of the largest groups of its type in the UK and enjoys an international reputation particularly in risk, optimisation, finance and health. Centre for Banking, Finance and Sustainable Development. The Centre focuses on the link between the financial sector, particularly banking and economic growth and development. Centre for Narrative Studies. The Centre explores the role that narrative plays in discovering what organisations know about themselves and how others perceive them. Such narratives sometimes take the form of organisational stories, which might be used to transfer knowledge, encourage collaboration, generate new ideas and influence change in the workplace. Centre for Strategic Innovation The Centre is a multidisciplinary research group that focuses on innovation as a driver for new businesses and markets, new ways of organising and new ways of creating value. 15

16 16 A Doctor of Business Administration himself, Malcolm leads the School s group working in Human Resources Management and Organisational Behaviour.

17 You will be taught and supervised by some of the country s top researchers including professors who are at the forefront of their disciplines, many of whom have extensive experience as practitioners. Professor Malcolm Higgs Malcolm joined the School from Henley Management College where he was Director of the School of Leadership, Change and Human Resources, and Research Director. Prior to moving to Henley, he was Principal Partner in Towers Perrin s International Human Resource Management practice and spent eight years consulting with the Hay Group and Arthur Young. Malcolm s research interests are: leadership, change management, emotional intelligence, executive values and employee engagement. His most recent research is focused on the factors in the world of work that lead to successful employee engagement. The behaviours of line managers has until now been considered to be the single most significant factor to influence employee engagement. Malcolm s work recognises that the behaviours of line managers is significant but he challenges the assertion that it is the most significant factor. His research shows that the nature of the work is the most influential factor and he has discovered that personal autonomy also has an important part to play. 17

18 Dr John Marti John is Director of DBA at the School and Senior Lecturer in Strategy. John also leads his own consulting practice, Marti Oliver Associates working across many sectors including financial services, hospitality, IT, leisure and tourism, manufacturing, pharmaceuticals, retailing, telecoms, utilities and the public sector. Prior to this he was the founder and senior partner of the successful strategy consulting firm, The Winchester Consulting Group. Previously, John worked as a consultant and manager with KPMG and PA. Prior to becoming a consultant, John spent seven years in industry latterly as head of the strategy group of a multinational pharmaceuticals and toiletries company. John s research interests focus on strategic change and include the reasons for corporate longevity, the strategic consequences of innovation and the strategic consequences of an ageing population. John also acts as a mentor to senior executives and as a chairman in company turnarounds. Professor Nicholas Clarke Nicholas s main research interests are in training, development and learning particularly in the health and social care sectors. Prior to joining the University, Nicholas worked for 10 years in the NHS and social care sectors after initially qualifying as a clinical social worker. He has a particular interest in the role of emotional intelligence in work settings and interventions for its development. Dr Edgar Meyer A senior lecturer at the Management School, Edgar s research interests are in leadership, teamwork, collaborative working, and change management in organisations. Before joining the Southampton Management School, Edgar led a HEFCE-funded centre for excellence that focused on inter-professional learning across the public sector. During that time he worked closely with local authorities and children s trusts to support the development of multi-agency teamwork across a range of sectors and services. Dr Lorraine Warren Lorraine is Director of the Research Centre for Strategic Innovation at the Management School, Southampton. She has 10 years experience in research in technology entrepreneurship and innovation, focussing on rapid innovation and agile business model development, early stage concept development, specialising in digital media and creative groups. She works with the Research Council (UK) on the Connecting Communities for the Digital Economy initiative and is on the Steering Group of the University s Web Science Doctoral Training Centre and a member of the University s Digital Economy Research Group. She heads the INSPIRE Strategic Partnership with the Institute for Management Sciences in Pakistan, embedding entrepreneurship and innovation education at regional level. 18

19 David O Connor Business Solutions Manager, Skandia I really enjoyed studying for my MBA at the University of Southampton and felt the experience was very beneficial for my career. It gave me time and space to think about work and I valued the freedom to challenge accepted business practices. After it was over, I realised I missed studying so had a chat with Malcolm Higgs about what I could do next. I liked the sound of the DBA because it is based on the realities of the workplace. I m now reaching the end of my first year and beginning to decide on where I should focus my research. I m interested in business strategy and want to explore how organisations end up where they are and the decisions they take along the way. Studying at doctoral level is more of a collaboration between the students and the academic team, you re discussing the subject rather than attending lectures, but of course you need to do a great deal of independent work and good time management is essential. I believe I will get a great deal out of my DBA and will be well-equipped to deal with future career challenges as the working environment changes. 19

20 You can complete the DBA over a four year period, devoting on average hours each week. Two years are set aside for part one and two years for part two. We ask that you do two things before you start the programme: complete a self-assessment report against a set of professional and research competence criteria. Then, develop initial research questions and an outline proposal for your research project. You will be asked to bring these with you to the induction week. Part One Year One - During the induction week held at the Management School in the third week of October, you will be taught about the nature of doctoral research, critical evaluation skills and the principles of academic writing. You will learn more about the structure of the programme and the principles of developing as a professional practitioner. You will also meet your supervisory team who will guide you through the research process and agree how you can best work together. With their input, you will be able to refine your thinking around your research question and initial proposal. There will be a meeting with your supervisory team every quarter, whether face-to-face or online, throughout your studies. During December, you will be invited to take part in a five day residential session on research methods covering both qualitative and quantitative research. With support from your supervisory team, you will also prepare your personal development plan. You will get the opportunity to take part in a two day Doctoral Workshop, known as a Colloquium, in late March. This is your opportunity to present the development of your research thinking and ideas to fellow students and members of academic staff. Your first assignment at the end of your first year will be a 5,000 word thesis critique to be submitted at the end of September or January depending on your start date. It will be reviewed and assessed by your supervisors but this will be a formative piece of work meaning its mark will not count towards your degree classification. Your supervisors will give you full feedback on your progress. Year Two - We will offer you the opportunity to take part in optional three day DBA Research Workshops in October of your second, third and fourth years of study, coinciding with Introductory Week. There will also be a one week session covering research methods in December with a compulsory assessment of research methods to follow. There will be two Doctoral Colloquia in your second year, in late March and late October (the second to coincide with the Introductory Week), each of two days duration. You will produce two documents for your Part One assessment. We expect you to complete a 5,000 word literature review after 18 months. Then by the end of year two you must produce a 10,000 word report including a personal development programme, information on your research methods and research design, with by a revised version of the previously assessed literature review. 20

21 Part Two Year Three - DBA Research Workshops will be offered again in the October of your third year to coincide with Introductory Week. Again, there will be two Doctoral Colloquia in late March and late October each lasting two days. Towards the end of the third year of your DBA, we will ask you to write a substantial document outlining your research so far and detailing what remains to be done to complete your thesis. We will also require you to discuss the results of your work with a panel of experienced academics. This is an important stage of your DBA because you need to satisfy us that you are making effective progress. However, you will receive support and guidance about the process from your supervisors in good time. We believe it is important to your development as a doctoral scholar to present your work to fellow students and academic staff. We encourage you to present at least one lecture or seminar per year at our doctoral research events. Details are published in advance and all DBA students invited to be there to listen and/or present. You will also be encouraged to attend at least one conference in each of your second, third and fourth years, making presentations in years three and four. On successfully completing part two you will be awarded a Doctorate in Business Administration. Year Four - DBA Research Workshops in October of your fourth year will again link with Introductory Week. This year, there will be one Doctoral Colloquium in late March, lasting two days. Your final assessment will be in the form of a 70,000 word thesis based on your original research and a 5,000 word reflective document supported by evidence. The written material will be presented by September of your fourth year. You will also defend your thesis in a formal interview known as a viva. 21

22 Applying for a place To gain the maximum benefit from the DBA programme it is likely that you will have had at least seven years work experience including a significant period in a managerial or equivalent role. We normally look for a masters level degree (MBA or MSc) with evidence of a good quality dissertation. However, if you hold a professional qualification such as Fellowship of the Chartered Institute of Personnel and Development or Fellowship of the Chartered Institute of Marketing and your career includes a substantial period of senior management experience, that would be equally acceptable. Find out more You are very welcome to contact John with any questions you may have about the DBA programme and how it can fit into your future plans. Dr John Marti +44 (0) j.v.marti@southampton.ac.uk Southampton Management School University of Southampton Southampton SO17 1BJ United Kingdom 22

23 Relevant web links are shown throughout the Doctorate of Business Administration prospectus. Please also consult online for further details and/or any changes which have appeared since first publication of the this prospectus or phone +44 (0) for more information. Disclaimer The University of Southampton will use all reasonable efforts to deliver advertised programmes and other services and facilities in accordance with the descriptions set out in its prospectuses, student handbooks, welcome guides and website. It will provide students with the tuition, learning support, services and facilities so described with reasonable care and skill. The University, therefore, reserves the right if it considers it to be necessary to alter the timetable, location, content or method of delivery of events provided such alterations are reasonable. Financial or other losses The University will not be held liable for any direct or indirect financial or other losses or damage arising from changes made to the event timetable, location, content or method of delivery of various services and facilities set out herein. Force majeure The University will not be held liable for any loss, damage or expense resulting from any delay, variation or failure in the provision of services and facilities set out herein, arising from circumstances beyond the University s reasonable control, including (but not limited to) war or threat of war, riot, civil strife, terrorist activity, industrial dispute, natural or nuclear disaster, adverse weather conditions, interruption in power supplies or other services for any reason, fire, boycott and telecommunications failure. In the event that such circumstances beyond the reasonable control of the University arise, it will use all reasonable endeavours to minimise disruption as far as it is practical to do so. University of Southampton 2013 This information can be made available, on request, in alternative formats such as electronic, large print, Braille or audio tape, and in some cases, other languages. Please call +44 (0) to request an alternative format. 23

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