Fax: +61 2 9850 9019
E-mail: Norma.Harrison@mgsm.edu.au
BA, BEc (Sing), MBA (UWA), PhD (Macq)
Before joining MGSM in 1996 I served at the University of Technology, Sydney (UTS) as Foundation Head of the Graduate School of Business.
I have 25 years of experience as an academic at various universities and 15 years of experience in consulting to industry and government agencies. At MGSM, I have had various roles, including Director, International Programs (1999-2004), Deputy Director of the School (1999-2001); Director, Strategic Alliances and Chair, Strategic Alliances Committee (1998); Director, Academic Programs and Chair, Academic Programs Committee (1998-99); Director, Process Management (1999); and Member in Selection Panels of two consecutive Deans of the School. As Director International, I managed the School award programs (in Hong Kong and Singapore) as well as led the forging of alliance partners worldwide. In 2004, I chaired the School Quality Accreditation Committee and successfully achieved full EQUIS accreditation (European Foundation for Management Development - EFMD) for the School within one year.
My doctoral research was in manufacturing strategy and my teaching, research and consulting interests are in the areas of both manufacturing and service operations management. I have published and presented at conferences in the areas of innovation and technology management, supply chain management, e-business, the globalization of operations, performance improvement, restructuring for competition and best practices. Since 1990 I have organised major conferences and seminars in production and operations management and in 1997 chaired the Organising Committee of the Fourth International Meeting of the Decision Sciences Institute held in Sydney.
I was the Regionally Elected Vice-President (Asia-Pacific) of the Decision Sciences Institute in 1998-2000, elected Vice-President at Large for the period 2001-2003, then President of the Asia-Pacific DSI from 2004-2005. I was also elected Board Member of the Production and Operations Management Society for 2001-2003. I have been involved in major benchmarking projects, eg: Promoting Business Excellence (PROBE) in collaboration with IBM Global Services and London Business School (LBS), then the International Services Study with LBS, UNC-Chapel Hill, USC and the Confederation of British Industry; the Global Manufacturing Futures Project (1986-98); the Global Supply Chain Management Project with Andersen Consulting/Accenture 1996-98; as well as local benchmarking projects, eg: for the Australian Printing Industry and the Australian Hotels Association. I have has also worked in collaboration with State and Commonwealth governments and industry in introducing innovation audit programs and reviews of international best practice in the adoption and management of soft and hard technologies.
In addition to academic positions, I've worked in public and private companies (Telstra, Reark Research, Port of Singapore Authority). In 2000, I became an invited Committee member of the Innovation Council of New South Wales. Since 2002, I have been a Member of the Governing Board for the Joint Accreditation System for Australia and New Zealand (JAS-ANZ) and served as Vice-Chair of the Board from 2003-2004. This is an Australian Federal Government appointed position. In 2003, I was appointed by the State Government of New South Wales (NSW) as a Member of the Council on the Cost & Quality of Government and has served as the Chair of the Review Committee for the NSW Board of Studies.
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Timeline & C.V.
Recent Publications
Projects & Partnerships
Doctoral Students
Principal Supervisor for:
- Chris HEMSTROM
- Leonard NG
- Ashraf SOAS
Completed Doctoral Students:
- Manh Hung NGUYEN
Courses
Management of Innovation
This unit introduces the student to the nature of innovation as a core capability of sustainable competitive organisations and a key competence of successful managers. The unit provides students with the concepts necessary to map the dynamics of innovation and a practical understanding of the leadership skills, capabilities and actions required to influence these dynamics and make innovation happen. The unit covers the role of the leader in both mobilising core structural capabilities and overcoming the rigidities that hinder innovation.
Supply Chain Management
This unit addresses the fundamentals of managing the supply chain, including the impact of e-commerce on order placement, processing and delivery. Supply chains across functional and organisational boundaries and the contribution of logistics strategy implementation will be examined. This includes issues such as demand-driven supply chains, collaborative commerce, postponement strategies, third and fourth party logistics providers and strategic alignment of the supply chain.
MGSM890 Operations Management
This unit examines the key issues currently facing all service and manufacturing organisations when creating the products and services. A primary aim of the unit is to illustrate the principles involved in effectively creating a value proposition and how the value transformation process is managed in the organisation and across the value chain. The unit will also examine the strategic contribution that operations management can make to the organisation’s long term success. After placing the activities required of the operations manager into a conceptual framework, the practical issues and difficulties in making operations decisions are examined. Included are the areas of product design conversion processes for making goods and services, planning and control, quality management, the impact of e-commerce on operations, supply chain management, benchmarking processes and improvement activities.
