Dr Mary Hartog

Dr Mary Hartog
NameDr Mary Hartog
Job titleOrganisation and Leadership Practice Director
Research institute
Primary appointmentBusiness Knowledge Transfer Management
Email addressM.Hartog@mdx.ac.uk
ORCIDhttps://orcid.org/0009-0001-0452-0631
Contact categoryResearcher

Biography

Biography

Dr Mary Hartog joined Middlesex in 1990 as Senior Lecturer in People Management, teaching across a range of academic programmes including the PG Diploma in Personnel Management, the MBA, and creating an innovative MA in Personal and Organisational Development. She was awarded her PhD in 2004 from the University of Bath, Centre for Action Research. Her PhD focused on the Scholarship of Teaching and Learning and how tutors live their values in their educational work. She holds an MA in Management Learning from Lancaster University and a Post Graduate Diploma in Personnel Management and BA Hons Social Science Psychology from Middlesex Polytechnic.

Mary was awarded a National Teaching Fellowship in 2006, affording her the opportunity to contribute to a British Counsel Leadership Development programme with Commonwealth Country leaders, and travel to India, linking with the Indian Institute for HRM and teaching in HRM across several States.

Mary was promoted to Principal Lecturer in 2007, and appointed as Head of Department for the HRM and the Leadership, Work and Organisation academic groups.

In 2014 Mary took up her current role to create bespoke programmes for external organisations, a current example of this is the Advanced Diploma in Leadership and Management Practice for the London Ambulance Service 100 Leaders programme.

In addition Mary serves as Programme Leader to the DBA in Healthcare Leadership and the Coaching Professional programme.

Mary is a Fellow of CIPD; Principal Teaching Fellow HEA; Member of EMCC Global.

Teaching

  • Programme Leader DBA in Healthcare Leadership;
  • Supervisor for DBA and DProf Transdisciplinary Programmes; 
  • Programme Leader Coaching Professional programme: Module leader Coaching and Change in Organisations (MLO 2002).

Education and qualifications

Grants

Prizes and Awards

External activities

Research outputs

Action Learning in Higher Education: reflections on facilitating AL in Leadership Development Programmes

Sanyal, C., Hartog, M. and Haddock-Millar, J. 2024. Action Learning in Higher Education: reflections on facilitating AL in Leadership Development Programmes. Action Learning: Research and Practice. https://doi.org/10.1080/14767333.2024.2409574

Becoming a scholarly practitioner: as a teacher in higher education 'how do I improve my practice'?

Hartog, M. 2018. Becoming a scholarly practitioner: as a teacher in higher education 'how do I improve my practice'? Action Learning: Research and Practice. 15 (3), pp. 224-234. https://doi.org/10.1080/14767333.2018.1490697

Extreme managers, extreme workplaces: capitalism, organizations and corporate psychopaths

Boddy, C., Miles, D., Sanyal, C. and Hartog, M. 2015. Extreme managers, extreme workplaces: capitalism, organizations and corporate psychopaths. Organization. 22 (4), pp. 530-551. https://doi.org/10.1177/1350508415572508

Can an ethic of care support the management of change?

Hartog, M. and Tomkins, L. 2015. Can an ethic of care support the management of change? in: Mabey, C. and Mayrhofer, W. (ed.) Developing Leadership: Questions Business Schools Don't Ask? Sage. pp. 257-266

Learning from the real

Hartog, M., Frame, P., Rigby, C. and Wilson, D. 2013. Learning from the real. in: Bilham, T. (ed.) For the Love of Learning: Innovations from Outstanding University Teachers Palgrave Teaching and Learning. pp. 204-211

'Respect me: respect self' - the key to improved global relationships.

Wilson, D., Hartog, M. and Frame, P. 2009. 'Respect me: respect self' - the key to improved global relationships. 5th Annual Conference of the European SPES Forum: Respect and Economic Democracy. Catania, Italy, 17 - 19 Apr 2009

Respect for cultural diversity in a global society: promoting international harmonious working relationships.

Wilson, D., Frame, P. and Hartog, M. 2009. Respect for cultural diversity in a global society: promoting international harmonious working relationships. 6th International conference of the Dutch HRM network: diversity in international perspectives.. VU University, Amsterdam Nov 2009 Emerald.

CSR and sustainable HRM

Hartog, M., Morton, C. and Muller-Camen, M. 2008. CSR and sustainable HRM. in: Muller-Camen, M., Croucher, R. and Leigh, S. (ed.) Human resource management: a case study approach London Chartered Institute of Personnel and Development. pp. 467-488

Which diversity domains have most impact on student learning? An exploration of the inhibitors and facilitators of learning

Frame, P., O'Connor, J., Hartog, M. and Kyprianou, A. 2006. Which diversity domains have most impact on student learning? An exploration of the inhibitors and facilitators of learning. The International Journal of Diversity in Organisations, Communities and Nations. 5 (4), pp. 111-118.

Productive Diversity: capitalising on human resources: how can we harness our knowledge of diversity?

Frame, P., Hartog, M. and Wilson, D. 2005. Productive Diversity: capitalising on human resources: how can we harness our knowledge of diversity? International Journal of Knowledge, Culture and Change Management. 4, pp. 927-934.

Business ethics in the curriculum: integrating ethics through work experience

Hartog, M. and Frame, P. 2004. Business ethics in the curriculum: integrating ethics through work experience. Journal of Busines Ethics. 54 (4), pp. 399-409. https://doi.org/10.1007/s10551-004-1828-7

From rhetoric to reality: into the swamp of ethical practice: implementing work-life balance

Frame, P. and Hartog, M. 2003. From rhetoric to reality: into the swamp of ethical practice: implementing work-life balance. Business Ethics: A European Review. 12 (4), pp. 358-368.
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