The Euro Mediterranean Management Approach : 1' A holistic interpretation of management

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The Euro Mediterranean Management Approach 1.
A holistic interpretation ofmanagement

• Prof dr Walter Baets, HDR
• Director Graduate Programs
• Professor Complexity and Knowledge Management
• Euromed Marseille Ecole de Management

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Wanderer, your footprints are the path, and
nothing more Wanderer, there is no path, it is
created as you walk. By walking, you make the
path before you, and when you look behind you see
the path which after you will not be trod
again. Wanderer, there is no path, but the
ripples on the waters.
Antonio Machado, Chant XXIX Proverbios y
cantares, Campos de Castilla, 1917
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A very great musician came and stayed in our
house, He made one big mistake He was
determined to teach me music and consequently, no
learning took place. Nevertheless, I did casually
pick up from him a certain amount of stolen
knowledge.
Rabindranath Tagore
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• Corporate challenges for
• the decade to come
• A Euro-Mediterranean reality
• Diversity as a creative potential
• A complex (dynamic, non-linear) world
• Emergence and the network economy
• Responsible management (long term)
• Management is competency driven
• Entrepreneurship and innovation
• Any system is holistic (hologramic)
• Experiential learning

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Ken Wilber A Brief History of Everything The
concept of a holon (part/whole)
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Floors of the  house  of knowing
Classical science Noetic science
Ayurveda
Nature and potential of consciousness
Indian  science of life 
1. Mathematics 1.
Fractal algebra
1. Matter form 2. Physics
2. Energy physics
2. Ether and astral body

(quantum mechanics) 3. Chemistry
3. Vibrational chemistry
3. Energy level
(quantum
mechanics, quarks) 4. Biology
4. Noetic biology
4. Desire
(cells as
integrated communities
control by the
organisms perception) 5. Psychology
5. Energy psychology
5. Capacity to think

(perceptions energy fields)
(conceptualization)

6. Intuition,
intelligence

7. Consciousness
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Levels of understanding
Energy psychology
IT
I
Fractal algebra
Energy physics
Noetic biology
WE
ITS
Vibrational chemistry
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The Euro-Mediterranean Management Model/Approach
Individual

• Management control
• Market forecasting
• HR evaluation
• Accounting
• Finance
• Logistic

• Personal development
• Leadership
• Making a difference
• Self motivation
• Self realization
• Respect
• Responsibility
• Enjoy

Mechanistic approach (everything is
measurable, under control)
Personal Development (Learner centered)
Interior
Exterior

• Dynamic systems behavior
• Complexity
• Diversity
• Knowledge network
• Community of practice
• Ecological management
• Sustainable development (technical)
• Network economy
• Emergence, innovation

Holistic Approach (Whole is more than the sum of
the elements)
Euro- Mediterranean Values and Beliefs

• Sustainable development (choices)
• Social responsibility
• Diversity
• Constructivism
• Relativism
• Innovation

Collective
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The fundaments of management development
Skills
Activities
Personal development
Applications Cases
Concepts
Theory
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A pedagogical environment
A learning laboratory Cyberlibris, Alexandrie,
Gartner, etc.
Blogs (http//euromed.blogs.com)
Personal Workspace
Collaborative tools,
Wikis
Hypertext linked
Cases Applications
Activities Competencies
Theory
Personal development
Concepts
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Personal development in the ESC program
My first job
PRO-ACT Employ My employability
Professional Experiences
PRO-ACT Recherche
Electives
Year 3
Electives
Electives
Coaching
PRO-ACT Elective 1/2
PRO-ACT International
Year 2
Core courses
Core courses
Pro-Act Employ Road Book
PRO-ACT Languages
Personal Development Plan
Year 1
Core courses
Core courses
Metizo (30h)
My dream, my personal project, my ambition
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The course structure
1. Introduction to the course (pedagogical
approach, the use of the blog and wikis) and a
general overview of the Euro-Mediterranean
Management Approach (Friday January 13, 2006,
am) 2. Euro-Mediterranean values within a
historic and cultural perspective (Friday January
20, 2006, am) 3. Holism, constructivism and
scientific practice (Friday January 20, 2006,
pm) 4. Personal development (Friday February 3,
2006, am) 5. Complexity theory (Friday February
10, 2006, am) 6. Knowledge, learning, and
innovation (Friday March 10, 2006, pm) 7.
Sustainable development and the Global Compact
program (Friday March 17, 2006, pm) 8. Fractals,
causality, and a quantum interpretation of
management (Friday March 24, 2006, pm) 9. Art
meets science and spirituality (Friday March 31,
2006, pm) 10. The Barcelona Declaration
revisited (Friday April 7, 2006, pm under the
form of a panel with invited speakers)
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WORKLOAD and WORKFORMS (5 ECTS equals 100
working hours) Class room sessions 30
h Weekly assignments 5 h per week (equals 50
h). In groups of 5 students, you are going to
work during the entire course, and on a weekly
basis, producing a Wiki on your interpretation of
the Euro-Mediterranean Management Approach,
alongside your interpretation of the Anglo Saxon
model. After each class room session, the Wiki
needs to be constructed further, including the
newly acquired insights. At each moment during
the course, the respective Wikis should be
up-to-date. Three people are available to tutor
you in this development, but they are not there
to do the work for you. They also monitor the
progress of your Wikis, and the involvement of
each individual student. Readings and personal
study 20 h
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EXAMINATION AND GRADING (1) A group Wiki. At
every session there will be an assignment given
for the next course, that needs to be developed
in a Wiki, and that at the end constitutes your
groups Wiki on the subject. The assistants are
doing the follow up on the progress of your
Wikis and your individual involvement in the
creation of it. Peer and self evaluation at
the end of the course, each student hands in
with the assistants a self evaluation and a peer
evaluation of each team member. The document
you have to hand in consists of an evaluation of
each of the competencies that this course aims to
develop (see the upper part of this course
outline). It evaluates strengths and weaknesses
of yourself and your peers, in respect to this
assignment, and on top of that qualitative
evaluation you give for each competence a grade
on a scale from 1 to 20 (20 max, 10 pass), as
well as an overall grade.
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EXAMINATION AND GRADING (2) Debriefing of the
work the assistants organise a formal debriefing
with each group. During that debriefing the
Wiki should be final, the peer- and self
evaluations should be present, and the assistant
will check whether all team members have an
equal understanding of the produced Wiki. If
this proves to be all of sufficient level and if
the correct individual mastery of the Wiki is
present, a grade is given on this work. If all
these criteria are met, no formal exam is further
required. Formal examination for those
students that do not meet the criteria
(described above) an oral exam on the content of
the course is organised. Presence is mandatory
non justified absences can have a negative
impact on the final note. Final grade is a
combination of the all the above mentioned
evaluations.
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Self evaluation and peer evaluation (1)
Savoir Analytical skills Understanding the
Euro-Mediterranean Management Model Understanding
of different realities in management Basic
understanding of complexity theory and
constructivism Problem solving skills Identificati
on of variables and constraints Define the
variables of a Complex Space-Time reality The
assumptions of the networked economy Information
management Experience new pedagogical tools and
approaches
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Self evaluation and peer evaluation (2)
Savoir faire (1) Project management
skills Identification of multidimensional problem
and solution spaces Vision development
skills Understanding the economic
context Critical evaluation Translate new
concepts in real life situations Imagine and
create innovative actions Lateral
thinking Produce coherence/holism Group
working Master team oriented parameters and
attitudes Anticipate hurdles Share knowledge and
experience
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Self evaluation and peer evaluation (3)
Savoir faire (2) Flexibility Adaptability Commun
ication Manage communication supports Manage a
personal and group learning file Coaching Organize
and experience co-coaching Management
learning Progress your own knowing Learn from
your errors Incorporate continuous
learning Stress management Time management
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Self evaluation and peer evaluation (4)
Savoir être (1) Euromed Marseille
orientation Stop ethnocentric thinking Make use
of European and Mediterranean diversity Understan
d managerial diversity Understand the choices
made in management and its consequences Use
diversity as a constructive principle Learn about
diversity (of any kind) Euro-Mediterranean
networking Learn how to operate in networks
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Self evaluation and peer evaluation (5) Savoir
être (2) Respect for the human being Have an open
mind Be aware of and accept differences Be
tolerant and show humility Be sensitive for
context Entrepreneurship Be an actor in
development Assume the role of manager as a
choice making agents Social responsibility Take
societal responsibility for your actions
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Self evaluation and peer evaluation (6)
Savoir devenir Leadership/motivation Create
synergy Listen Construct Motivate Support and
back-up your co-workers Self-motivation Be
involved, ever more Creativity and innovation Be
open for and apply change Dare to
innovate Embrace complexity and variety (dont
limit) Be a continuous learner Allow and
support others to learn continuously
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THE TEAM Prof Walter Baets, PhD, HDR (see
cv on the blog) Assisted by Mathias Adler
(BerndMathiasAdler_at_euromed-marseille.
com) Aicha Aitbohou
(malouki_5_at_hotmail.com)
Vinay Rathod
(vindac_at_gmail.com)