Sign In

Frsa Dr Maja Korica

Reader in Management and Organization - Thinkers50 Radar - The RSA Fellow

Professional Background

Professor Maja Korica is a distinguished academic and thought leader renowned for her insightful examination of organizational dynamics and how they influence management practices. With a robust career as a Reader in Management and Organisation at the prestigious University of Warwick's Warwick Business School, she has dedicated herself to understanding the intricate workings of organizations and the vital role that management and leadership play in their success. Her tangible expertise covers a wide range of topics, including the effectiveness of boards of directors, accountability in management, and the practical applications of leadership strategies within organizations. As a noted start-up survivor, Maja has firsthand knowledge of the entrepreneurial landscape, which enriches her academic perspective and her contributions to the broader discourse on organizational effectiveness.

Education and Achievements

Maja's academic journey reflects her commitment to excellence and deep understanding of management. She embarked on her scholarly pursuit at the University of Oxford, where she achieved her DPhil (PhD) in Management Studies from the esteemed Saïd Business School. Her application of theoretical knowledge to practical situations in organizations earned her recognition among her peers and established her as an influential voice in the academic community. Prior to this, she also completed her MSc in Management Research, graduating with distinction from the same institution, illustrating her profound research capabilities and analytical skills.

Her educational foundation was solidified at RIT Croatia, where she earned her BSc with High Honors in Service Management. This early academic experience provided her with a robust understanding of customer service and the operational aspects of running a business, skills she would later apply in her extensive research and teaching.

Maja's contributions to the field of management have not only been confined to academia; she has also earned a spot on the Thinkers50 Radar list, an achievement that recognizes up-and-coming thinkers and influencers in the business world. This accolade speaks to her impactful work and her commitment to advancing the discipline of management.

Achievements

Throughout her career, Prof. Maja Korica has made significant strides in the academic and professional realms of management. With a distinct focus on understanding how organizations function beyond theoretical frameworks, she has introduced novel insights into the operations of boards of directors and accountability mechanisms. Maja emphasizes the importance of practicality over dogmatism, ensuring that her research and teachings remain relevant in today’s fast-paced business environment. Her narrative as a start-up survivor adds a layer of authenticity to her expertise, allowing her to connect with students, business leaders, and stakeholders on a personal level.

As a leading figure in her field, Maja is heavily involved in mentoring future business leaders and engaging in collaborative projects that bridge the gap between theory and practice. Her work not only benefits academia but also extends into consultancy and thought leadership, furthering her mission of fostering accountability and innovation within organizations.<br>

Summary

Highlights

Feb 12 · linkedin

🌼 Discretion is key to good work - for everyone.

As this interesting essay makes clear, for the philosopher Kant, a key feature of good work is the ability to exercise freedom of choice in how you do things. Crucially, this does not mean that ALL jobs necessitate huge amounts of creativity and problem solving. But it does mean that we tend to hugely under-estimate and mis-attribute the kind of jobs that do, especially when it comes to less socially prestigious jobs (i.e. mechanics have to figure out a lot of problems to unforeseen problems; so do personal assistants).

This tendency is most troubling when we consider the classic - and hugely problematic - division of labour implied in maxims like 'managers envision and employees execute'. The issue with this is that it leads us to be concerned about good work solely for those up the chain of command. This explains for instance all the HBR and business press writing on 'purposeful careers', 'passion at work', 'growth mindset' and alike, which is very clearly aimed at (senior and aspiring) leaders and managers, and rarely considers or indeed speaks to 'average' employees. The underlying message is such concerns are above their paygrade (or even worse as an assumption, their abilities).

Such assumptions are hugely corrosive. Either we care about good work for all, or we accept that our lack of care is due to views about humanity and work that are barely tolerable, morally and pragmatically.

I happen to think that EVERYONE deserves good work, which means we should encourage and reward freedom and choice at work for them too. This is why for me Timpson gets it right (see my last post) and HBR and too many senior corporate leaders get it wrong. They cannot pretend to care about work if they only care about some people's experience of it.

#management #leadership #managementeducation #managementdevelopment #leadershipexcellence #leaders #workforcedevelopment #work #goodwork #decentwork #goodworkforall #HR #peoplefirst #peoplemanagement

Jan 29 · linkedin

😨 Repeat after me: high visibility does NOT equal high performance.

In a move that will surprise no one, EY has now resorted to the ultimate low of monitoring their staff's entry swipe card data. But the utter misguided distrust of this isn't even the worst problem here.

This is: "more than 80 per cent of company bosses surveyed by KPMG in October said they were likely to reward employees who came in more regularly with better assignments, pay rises or promotions. Some partners at EY, which employs around 21,000 people in the UK, were also shown analysis correlating office attendance and mid-year performance ratings, one person said."

If leaders keep insisting that higher in person visibility to their bosses equals rewards and promotions at work, then the people they are bound to reward the most are the people MOST ABLE/WILLING TO BE VISIBILE - it will NOT be the people doing the best work. In other words, you are rewarding the wrong things.

But as always, this isn't because senior leaders of these organisations are stupid. What they are however is a combination of 1) disingenuous and 2) lazy. Disingenuous because they are unwilling to admit that their insistence on fixed in-office work is for reasons other than productivity (e.g. distrust, cost of offices, personal preferences) and laziness because managing otherwise would require them to learn and move away from the comfort zones of what they know how to do, which is manage employees physically visible to them.

These kinds of decisions only create distrust and incentivise people gaming the system or walking away. Honest question: why as a leader would you want that?

#leadership #leadershipdevelopment #leadershipskills #changemanagement #leaders #EY #bigfour #monitoring #staffmonitoring #management #officelife #officemandates #returntooffice #HR #peoplemanagement

https://lnkd.in/eSfBAjXC

Related Questions

How did Prof Maja Korica develop her expertise in organizational dynamics?
What led Prof Maja Korica to focus on accountability and leadership in practice?
In what ways has Maja's experience as a start-up survivor influenced her academic research?
What are some of the key insights that Prof Maja Korica has shared regarding the role of boards of directors in organizations?
How does Maja Korica’s work contribute to the current discourse on management practices?
Frsa Dr Maja Korica
Add to my network

Location

Coventry, England, United Kingdom