![]() There have been times when they were less positive, which was a serious concern. This helps to maintain a pleasant working environment and I am really pleased with the results of our employee satisfaction surveys. We can look at their publications and the scoring of their teaching by the students. This saves us from lengthy discussions on how well people are doing. ![]() No one will dispute that Econometrica is a good scientific journal for example. ‘We are fortunate that there is an objective consensus on what constitutes quality in our discipline. ![]() He will do so regularly during our conversation and clearly relishes the sense of community. The fact that one of them had already been awarded a Nobel Prize made it even more special.'įranses pauses to wave at passers-by in front of his office in the E-building. There were 20 guests from all over the world who went out to dinner together and played sports a fantastic happening during which we awarded honorary doctorates to Clive Granger and Arnold Zellner. I also really enjoyed the fifty-year jubilee of the Econometric Institute in 2006 (shortly before I started my time as dean). ‘Everything was just perfect: the presentations, the celebrations and the beautiful book about our 100-year history. What celebrations will Franses always remember? ‘The centennial in 2013,’ he says immediately. Sending flowers to someone who is unwell and making sure you follow how they are doing is important, but you should also take time to listen if someone has experienced a major set-back in a research project.’ On the other hand you want to support colleagues in need. We celebrated everything there is to celebrate: a bottle of wine for someone who put in a good performance, awards at the Christmas party and treats for everyone when children were born. Building a team that people want to be a part of has been very satisfying. We can only flourish with the help of others with whom we form Erasmus School of Economics. 'It is important to remember though that everybody here is part of a bigger entity, ranging from the well-known professor to the aspiring PhD student. At the end of that period, something similar happened and I stayed on for another four years.’ Someone asked if we shouldn’t be doing something and the Executive Board of Erasmus University Rotterdam granted me another term. When the end of my first term came up, I had not even realised myself that it was time already. I put my name forward out of a sense of responsibility. However, it was always clear that it might be better if the person who had undertaken this tough task, would not be the same leader that would get us off to a new, positive start. Harry Commandeur, the previous dean, led this process. Since there were several things we would not be doing any more, a number of people were made redundant. Several activities were discontinued and everybody had to reapply for his or her job. He clarifies: ‘In 2006 we had just undergone a major reorganisation. This statement seems odd, coming from one of the foremost experts on forecasting models. ![]() ‘I never planned this, it just happened’ says Philip Hans Franses in his office on the last day of his 12 years as Dean of Erasmus School of Economics. ![]()
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