Dr Barry Partridge
- PhD in Psychology
- Masters of Business Administration (OB)
- Bachelor of Business (operations Mgt)
- Diploma in Technology (Mgt-Economics)
- Engineering Certificate (Mechanical)
- International Personal Construct Psychology Group (Member)
- Australian Graduates Management Association (Member)
- Australian Institute of Management (Associate Fellow)
- Australian Human Resources Institute (Certified Professional)
Dr Barry Partridge started his working life as an electrical apprentice, later studying engineering and economics while working as a junior manager in a US automation company. Interest in management work led him to study operations management at The University of Technology, Sydney and later a Masters of Business Administration at the AGSM.
After completing his MBA, Barry volunteered to work in the south pacific where he became a government adviser providing assistance in business planning, financial management and operated as an on-the-job coach to local managers. On his return to Australia he worked in government in the Northern Territory providing business development opportunities for indigenous communities, later taking up work in New South Wales in human resource management in the finance sector. He then became Director of Human Resources with an international health services company centred in Sydney and introduced performance management systems, management development and quality improvement practices to the business’s operations.
More recently Barry has completed overseas consulting assignments with the Asian Development Bank in the Philippines (HR policy work), the UNDP in Malaysia (Government-Business delivery of education and training) and AusAid in Fiji (developing managers of promise). Barry has devoted much of the last ten years researching managers’ decision practices while completing a PhD in psychology in 2007 (University of Wollongong). His research has established the nature of biases evident in managers’ decision-making and the impact of biased workplace imagery on their employment decisions. This research methodology is a first for Australia and is capable of identifying managers’ blind spots, preferred social communication patterns and ways of improving managers’ employment decision practices.
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