My name is Dayo and I am a second
year PhD student at the University studying Politics. I am researching how
underrepresented members of the public in policy making (in the case of my
research, Black and Minority Ethnic young adults aged 18 – 25) are included in
the process of policy making. I also work as a teaching assistant for politics
related courses in undergraduate and Master’s level courses.
My route into PhD has been an
interesting journey rather than a direct path. It has been a process of
re-inventing myself and following my passion. My undergraduate degree was in
Economics which I realised quite early on was not for me so I did not
particularly excel in this degree. After a year out working, I figured out what
my next steps would be so I did Master’s degrees in Human Resource Management
and Management Psychology. I did well in these courses. Doing a PhD was
something I had previously considered as it was suggested by my academic
adviser during one of my Master’s degrees but I did not pursue it.
On graduating, I worked for about seven
years in the private and not-for-profit sectors in Learning and Organisational
Development. The knowledge and soft skills I gained at university meant that I
was able to progress in my career by successfully utilising these skills.
Whilst I had no academic knowledge
of policy making, I began to get interested in policy making as one of my jobs
gave me exposure to this field. I then started to notice the lack of diverse
representation in decision making bodies of public policy. There were ‘hidden’
and ‘silent’ groups of people who were not getting involved in decision-making.
I wanted to know why this was the
case and also find solutions that would increase representation in policy
making so that their experiences of issues could be taken into account when
policy is being made.
Transitioning from being a
practitioner to being back in university has been great; it has given me the
opportunity to have the headspace to read and articulate the issues I am
concerned about. I am doing lots of reading! What is also great and a highlight
of my degree is that my fieldwork - working with real people in the real world
- provides the opportunity to design an approach based on academic theories and
study whether it works or not.
Skills gained from the practitioner
work, in particular project management skills (time and resource management as
well as organisational), are helping me progress with my PhD.
Through my journey, I have
hopefully shown that a route to doing a PhD in Politics does not have to be
typical. I have also shown that political parties and elections is just one
component of a Politics degree.
So if you want to be the change, a
degree in Politics could be for you!
If you are interested in finding
out more about politics, here are some links you may find useful.
Politics degrees in Manchester: https://www.socialsciences.manchester.ac.uk/politics/study/courses/
Career options as a Politics
Information about how Government works: http://www.cabinetoffice.gov.uk/
Information on the UK Parliament: http://www.parliament.uk/
How research impacts on Policy: http://www.policy.manchester.ac.uk/blogs/
My name is Ning Kang and I am
currently a first year PhD student in Development Policy and Management with the
Global Development Institute (GDI), which was officially launched not long ago.
But actually, this institute is not new. It united the strengths of the
Institute for Development Policy and Management (IDPM) and the Brooks World
Poverty Institute (BWPI). I was originally from IDPM, where I finished my
master degree in 2013-2014.
It was actually quite interesting
that I almost slipped with Manchester three years ago when I firstly got the
offer for my Masters degree. I applied for the Human Resource Management
programme without realising there were two similar programmes, one was with MBS
(Manchester Business School), and the other was with IDPM. So when I realised
that my offer was with IDPM instead of MBS, I actually thought about giving up
the offer as I wanted to go to MBS. But fortunately, I didn’t refuse the offer
and still came eventually. And the moment I started my study, I fell in love
with my school. The lecturers have various backgrounds in terms of nationalities
and research interests, which make the whole study environment diverse and
interesting. They are also caring, encouraging and inspiring, which became part
of the reasons for me coming back for my PhD. Now, I am enjoying my PhD life
with colleagues coming from more than 12 different countries!
I did have a chance to choose another
university or even another country to do a PhD, but I chose to stay with IDPM
(which is GDI now) as I found organizations in developing countries are worth studying;
their HRM is also a fascinating topic owing to its immaturity. Being a Chinese,
I have witnessed the changes happening every day. It is not only about the changes
of the whole environment, but also about people. As people are considered as
the ultimate assets, how to manage them properly has becoming challenging,
hereby HRM has become more and more significant.
When HRM was first introduced in the
20th century, it was considered as a comprehensive and coherent approach for
better management and development of people in the workplace. Early in the
development of HR field the emphasis was often focused on ensuring that
employees had the ability and motivation to accomplish certain work allocated
by the organization. However, to meet challenges, researchers and practitioners
alike have begun to explore the linkages between HRM and strategic management,
hereby strategic human resource management (SHRM) is labelled. With the
introduction of SHRM, the focus of HR has shifted from simply managing people
and allocating jobs towards exploring how human resource can contribute to
organization’s goals by utilising their strategic capabilities.
In recognition of its significance,
innovation with regard to HRM is currently happening in many places and more
recently in China. The open-up policy in China allows knowledge emanating from
outside the country to be embraced, which allows innovation and implementation
of SHRM gradually taking place within the country. Also, having increasing involvement with
international business since the entrance of the World Trade Organization
(WTO), the past few decades have not only seen Chinese attracting foreign
direct investment into the country, but also have witnessed Chinese multi-national
enterprises (MNEs) expansion to overseas owing to the “going out” (Zouchuqu)
policy. My study aims at exploring the opportunities and challenges generated
by Chinese policy and culture to Chinese MNEs. The examination will be
conducted both in the head office in China and the subsidiaries abroad.
Hopefully through this study, there can be a better understanding for Chinese
MNEs regarding HRM when they expanding to other countries. Meanwhile, it may
also be interesting and helpful for other organizations which share
similarities with Chinese MNEs.