Print Page Email Page
Bookmark and Share
Faculty Directory

713-522-7911

Dr. Charlene Dykman Professor
Management Information Systems
713/525-3526
cadykman@stthom.edu

Dr. Charlene Dykman is an authority on the management of technology and international business management. Dykman has many years of managerial experience in student housing and as a senior business analyst. She was a Fulbright Fellow in 2005. She can speak on Internet-based education, management of technology, social issues of technology and international business management.

Areas of Expertise
Technology Management, International Business, Online Education, Social Issues of Technology

Degrees

  • Doctor of Philosophy - Business Administration - UNIV HOUSTON MAIN CAMPUS* (1986)
  • Master of Business Admin - UNIV HOUSTON MAIN CAMPUS* (1979)
  • Master of Arts - History - MICHIGAN STATE UNIVERSITY (1971)
  • Bachelor of Arts - History (BA) - SAGINAW VALLEY STATE UNIV (1969)

Research

  • Funding for Houston/Southeast Texas Fulbright Association Chapter for 1012-1013 Activities (2012)
  • Funding for Houston/Southeast TX Fulbright Association Activities (2011)
  • Fulbright Association Grant for Chapter (2010)

Publications

  • "Toward A Model Curriculum for the Master of Science in Business Analytics"
    The graduate-level model curriculum proposed in this paper is designed to help address this current and projected shortage of sophisticated analytical skills for business decision-makers. Graduates with an MSBA degree will have the necessary quantitative skills and technical expertise within a business framework to help meet the challenges that lay ahead in the increasingly data-driven world in our not too distant future. Participants in such a program will be exposed to innovative approaches and techniques that support data-driven decision making. Graduates are prepared to impact decision-making and achieve better business results by transforming data into a powerful strategic and operational asset.
    Big Data Analytics Education Conference (2013) Page 8
  • "Instructor's Notes for Case Study"
    (2013) Vol. 19 Page 31-36
  • "A Case of Mergers - the H-P Experience"
    Journal of the International Academy for Case Studies
    (2013) Vol. 19 Page 29-38
  • "Addressing Resistance to Workflow Automation"
    Journal of Leadership, Accountability and Ethics
    This paper deals with automation of a large accounting firm and the resistance to automation among the employees at various levels.
    (2012) Vol. 9 Page 115-123
  • "Sustaining Education: A Question of Content versus Process."
    Organizational Behavior Teaching Conference (2012)
  • "A Case Study of Mergers in the Information Technology Industry"
    A study of the Compac/DEC and Compac/Tandem/ and the H-P/Compac mergers with a focus on differences in preparation for the mergers and the resulting impact on the organizations involved.
    International Academy for Case Studies (2012) Page 5
  • "Instructor's Notes - Tale of Two Banks - Societe Generale and Barings"
    Journal of International Academy for Case Studies (2011) Vol. 17
  • "A Tale of Two Banks: Societe Generale and Barings"
    Journal of the International Academy for Case Studies
    "This case study documents the stories of two “rogue traders’, Nick Leeson of Barings Bank PLC in 1995 and Jerome Kerviel of Société Générale in 2008. The esteemed history of each banking institution adds to the drama of the case. Nicholas (“Nick”) William Leeson was the chief trader at the Singapore branch of Barings Bank PLC, while Jerome Kerviel was a low-level trader working in the Paris headquarters of Société Générale. These financial frauds led to bankruptcy for Barings (founded in 1762) and more than $7 billion in losses at Société Générale (founded in 1864). Both of these “rogue traders” did not fit the typical psychological profile of successful traders who are usually educated at top-tier universities, are gregarious, possess a sense of invincibility, work extraordinarily longs hours, are always connected to the market, sleep very little and react with joy or sadness based on the state of the market on a given day. Leeson and Kerviel were both from humble origins and earned degrees at second-tier universities and seemed far removed from the typical high-flying trading elite. The case discusses the career path followed by each trader, the insider knowledge gained along the way, and the lack of oversight that provided opportunities for their fraudulent activities. These frauds are separated by more than thirteen years and many miles geographically, with the Barings fraud taking place in Asia in 1994-1995 and Société Générale in Europe in 2008. It seems that Société Générale failed to learn from the experiences at Barings which occurred many years prior. Discussion is included about the dissimilar impacts each of the rogue trader’s actions had on their respective banks. Questions are raised regarding what went wrong, the lack of operational and managerial controls and how similar frauds can be prevented in the future."
    (2011)
  • "Rogue Traders: Lessons To Be Learned"
    "This case study documents the stories of two “rogue traders’, Nick Leeson of Barings Bank PLC in 1995 and Jerome Kerviel of Société Générale in 2008. The esteemed history of each banking institution adds to the drama of the case. Nicholas (“Nick”) William Leeson was the chief trader at the Singapore branch of Barings Bank PLC, while Jerome Kerviel was a low-level trader working in the Paris headquarters of Société Générale. These financial frauds led to bankruptcy for Barings (founded in 1762) and more than $7 billion in losses at Société Générale (founded in 1864). Both of these “rogue traders” did not fit the typical psychological profile of successful traders who are usually educated at top-tier universities, are gregarious, possess a sense of invincibility, work extraordinarily longs hours, are always connected to the market, sleep very little and react with joy or sadness based on the state of the market on a given day. Leeson and Kerviel were both from humble origins and earned degrees at second-tier universities and seemed far removed from the typical high-flying trading elite. The case discusses the career path followed by each trader, the insider knowledge gained along the way, and the lack of oversight that provided opportunities for their fraudulent activities. These frauds are separated by more than thirteen years and many miles geographically, with the Barings fraud taking place in Asia in 1994-1995 and Société Générale in Europe in 2008. It seems that Société Générale failed to learn from the experiences at Barings which occurred many years prior. Discussion is included about the dissimilar impacts each of the rogue trader’s actions had on their respective banks. Questions are raised regarding what went wrong, the lack of operational and managerial controls and how similar frauds can be prevented in the future."
    Proceedings of Allied Academies Conference (2010)
  • "The Managerial Dilemma In CIO Leadership - Part II: Case Studies and Implications"
    International Journal of Knowledge, Culture and Change Management
    This is the second of two papers that examine CIO career success and challenges due to variations in management style that arise from fundamental differences among the functioning areas within an information technology (IT) organization. When a candidate assumes the role of CIO, he or she arrives with a baseline of experiences from one of several IT functional areas accompanied by internalized paradigms, ideals, culture, and hard won views and understanding from that part of the organization that has shaped his or her experience. This heterogeneity of technical (and managerial) background fosters intractable managerial issues in CIO leadership for many business organizations.
    (2009) Vol. 9 Page 163-172
  • "The Managerial Dilemma In CIO Leadership - Part I: Theory and Discussion"
    International Journal of Knowledge, Culture and Change Management
    This is the first in a set of two papers that examine CIO career success and problems due to variations in management style that arise from fundamental differences among the functioning areas within an information technology (IT) organization. When a candidate assumes the role of CIO, he or she arrives with a baseline of experiences from one of several IT functional areas accompanied by internalized paradigms, ideals, culture, and hard won views and understanding from that part of the organization that has shaped his or her experience. This heterogeneity of technical (and managerial) background fosters intractable managerial problems in CIO leadership for many business organizations.
    (2009) Vol. 9 Page 187-202
  • "Virtual Tutoring: The Case of TutorVista"
    Journal of Cases on Information Technology
    (2009) Vol. 11 Page 45-61
  • "Educational Tutoring Originating in India – An International Response to the “No Child Left Behind” Act"
    Academy of Educational Leadership Journal
    Awareness of the problems faced by the basic educational system in the United States and the resultant mandate for change led to the No Child Left Behind Act of 2001. Provision of supplementary educational services is proposed as a solution under the Act, leading to a new market for tutoring companies. This also led to the creation of a new business model: e-tutoring, or online tutoring. These online tutoring services are also being provided by offshore vendors at competitive rates, employing tutors from various parts of the globe. These new business models raise thought-provoking questions as the American basic educational system experiences unforeseen vulnerabilities resulting from reliance on online tutors from lower wage countries.
    (2009) Vol. 13 Page 53-59

Presentations

  • "Toward A Model Curriculum for the Master of Science in Business Analytics" (2013)
    Big Data Analytics Education Conference
  • "Sustaining Education: Questions of Content versus Process" (2012)
    Teaching Conference for Management Educators
    This presentation addresses the changing nature of the professorate with the challenges of online education and the availability and dissemination of knowledge through mechanisms other than the traditional classroom.
  • "A Case Study of Mergers in the Information Technology Industry" (2012)
    International Academy for Case Studies
    A case study developed for use in Management Strategy or Information Systems graduate classes. Case focuses on unique planning for and execution of the H-P/Compaq merger.
  • "How to Use Cases Effectively in the Classroom" (2011)
    Annual Meeting - Academy of International Business
    A discussion of methodologies for using business cases and engaging students more actively in the discusions in the classroom.
  • "Information Technology in Developing Countries" (2010)
    International Conference of the Fulbright Association
    A presentation about the role of international standards organizations inthe dissemination of information technology in developing economies.
  • "Applications of Distance learning Processes in Developing Economies" (2010)
    This was an overview of distance learning practices with an emphasis on methods to use when a country is not technology rich. This was a three day workshop.
  • "Business Ethics and Corporate Social Responsibility" (2010)
    This presentation was an overview of ethical decision-making processes, the ethical dilemmas that managers face, and the current understaning of dimensions and application of corporate social responsibility.
  • "Information Flow within Complex Organizations" (2010)
    This presentation discussed the flow of infomraiton within organizations, starting with the transactions processing level, through operational control and managerial control levels and finally the use at the strategic planning level.
  • "Dimensions of Power in Organizations" (2010)
    Discussion of the sources of power in organizations and how one can use power effectively within complex organizations.
  • "Motivation and Compensation" (2010)
    This was a presentation to students in Health Sciences regarding current management theory about mitovation and appication of compensation strategies in organizations.
  • "Transforming Your Classes with Blended Learning" (2010)
    A workshop detailing the processes and techniques for developing successful classes through blended learning techniques
  • "Transforming Lives - Transforming Cultures" (2010)
    Annual Meeting
    Discussion of Fulbright Experience in Panama with an emphasis on international cultural issues - from an academic, business and NGO perspective.
  • "Rogue Traders: Lessons to be Learned" (2010)
    Allied Academies Annual Conference
    The story of two rogue traders - decades apart and their impacts that their activities had on their respective major banks.
  • "“The Internet as a Repository of Knowledge”." (2009)
    32nd International Conference of the Fulblright Association
    This paper discussed the role of online education in lesser developed countries - as the place where knowledge is sought - due to lack of libraries and other research resources.
  • "Case Studies and Implications for the Managerial Dilemma in CIO Leadership" (2009)
    The Management Conference
    Several case studies that illustrate the issues of differing managerial styles within mid-level Information Systems management positions.
  • "Theory and Discussion of The Managerial Dilemma in CIO Leadership" (2009)
    The Management Conference
    Analysis of the various managerial styles that are found in the mid-level of IS management as a result of the differing technical responsibilities at each level of management.
Apply Now
 

 

Start planning for your future at UST.


Apply now

Degrees & Programs
 

 

See our comprehensive list of majors, minors and programs offered.

Read more

Featured News

DOE Grant Funds International Studies Certificate
11/21/2014

The University of St. Thomas was awarded a two-year grant for approximately $176,000 fr...

University of St. Thomas - Houston, TX - Educating Leaders of Faith and Character
University of St. Thomas
The University of St. Thomas, dedicated to educating leaders of faith and character, is a private institution committed to the liberal arts and to the religious, ethical and intellectual tradition of Catholic higher education. St. Thomas is Houston’s only Catholic University and was founded by the Basilian Fathers in 1947.
Site Map
Contact Us
  University of St. Thomas
3800 Montrose
Houston, Texas 77006-4626
     
  713-522-7911
     
Follow Us
like us on facebook follow us on youtube follow us on twitter see us on instagram follow us on Tumblr follow us on linkedin join us on google plus
Contact Us
  University of St. Thomas
3800 Montrose
Houston, Texas 77006-4626
     
  713-525-3500
     

Follow Us

 

Copyright © 2014 University of St. Thomas.
All Rights Reserved. Privacy Policy | Clery Act | Title IX | Employment

 

  • like us on facebook
  • follow us on youtube
  • follow us on twitter
  • see us on instagram
  • follow us on Tumblr
  • follow us on linkedin
  • join us on google plus