Richard Magner, MBA, Ph.D.

Richard Magner, MBA, Ph.D.

Organization Development & Training Consultant

Location
Greater Chicago Area
Industry
Management Consulting

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Richard Magner, MBA, Ph.D.'s Overview

Current
Past
  • Business Development Manager at Motorola
  • Financial Reporting Manager at Motorola
Education
Connections

342 connections

Richard Magner, MBA, Ph.D.'s Summary

Senior executive, leading multi-million dollar organizations toward growth and profitability in turbulent environments with extensive experience in financial and strategic planning, business development, project supervision, organizational development, accounting and customer service. Consistently strategic and analytical with outstanding record for problem-solving and negotiating positive results. results-oriented with a strong technical background and highly effective strategic management and operations expertise. A common-sense leader who develops highly competent, well-functioning teams, and ensures a productive business organization.

Specialties

Organization Development
Strategic Management
Financial Management
Change Management
Process Management
Building and Leading Teams
Measurement and Evaluation

Richard Magner, MBA, Ph.D.'s Experience

President & Owner

Stefna Consulting Services, LLC

March 2009Present (5 years 8 months)

Strategic Development & Management
Organization Development
Change Management
Training & Development

Senior Lecturer

Benedictine University

Educational Institution; 201-500 employees; Higher Education industry

September 2008Present (6 years 2 months)

Leadership
Ethics
Strategic Development

Lecturer in Management

Roosevelt University

Educational Institution; 501-1000 employees; Higher Education industry

September 2008Present (6 years 2 months)

Stategic Management
Leadership
Operatons Management

Rector (President)

Wyższa Szkoła Biznesu - NLU

Educational Institution; 501-1000 employees; Higher Education industry

August 2007August 2008 (1 year 1 month)

Accomplished financial stabilization and an increase in enrollment. Introduced a team-based management style and began rebuilding an atmosphere of trust and commitment between faculty and administration.

• Managed an annual P&L of approximately $10 million and directed the management team responsible for 134 PhD level faculty, 5,000 students, and 350 permanent employees.
• Restored confidence and order to the operations of a marginal organization by lowering costs approximately 30% through aggressive cost containment with a subsequent increase in revenues of approximately 10%.
• Re-engineered entire financial function, re-staffing as necessary, with focus on the re-design of the budgeting, financial reporting, cash management, capital expenditure and financial analysis processes.
• Coordinated a strategic planning process, generating a three year business plan that included strategies for restructuring the debt position at favorable terms and attracting venture capital investment.
• Built cohesive management team that redesigned the organizational structure, implemented new programs and business plans.
• Achieved positive cohesive culture across all levels of staff and faculty through a proactive management style, and improved communication, service standards, staff focus and accountability. Increased total organization participation by over 30%.

Educational Institution; 501-1000 employees; Higher Education industry

January 2004September 2007 (3 years 9 months)

Specific responsibilities included: management and evaluation of administrators, faculty and staff; development and management of the college budget; participation in the central administration of as a member of the Provost's Cabinet; and management of reports and relations with professional and accrediting bodies.

• Managed an operating budget of approximately $14 million and directed the management team responsible for 12 PhD level faculty, 11,000 students, 50 permanent employees and more than 200 outsourced personnel.
• Directed the updating of all academic programs to include the revision of two major programs with six concentrations and implemented an aggressive distance learning initiative.
• Established operational policies and procedures and developed academic strategic and financial objectives
• Earned a reputation as a valuable and cooperative coworker by: being fair, honest, and willing to help others when needed.

Business Development

Motorola

Public Company; 1001-5000 employees; MMI; Consumer Electronics industry

20012004 (3 years)

Led a senior management task force charged with the development of a global multi-site resource management strategy and supporting system. Additional responsibilities included being a business mentor to the technology development teams to assist and collaborate with them in defining business problems, conducting feasibility studies, developing conceptual designs and determining logical business alternatives that drive and support the technology strategy. I also led a team tasked with developing an organizational design for the internal Sales and Marketing team that included workflow management, goal\reward synchronization, communication processes, and employee motivation strategies.

Business Development Manager

Motorola

Public Company; 1001-5000 employees; MMI; Consumer Electronics industry

19992001 (2 years)

Led a senior management task force charged with the development of a global multi-site resource management strategy and supporting system. Additional responsibilities included being a business mentor to the technology development teams to assist and collaborate with them in defining business problems, conducting feasibility studies, developing conceptual designs and determining logical business alternatives that drive and support the technology strategy. Additionally, led a team tasked with developing an organizational design for the internal Sales and Marketing team that included workflow management, goal\reward synchronization, communication processes, and employee motivation strategies.

Financial Reporting Manager

Motorola

Public Company; 1001-5000 employees; MMI; Consumer Electronics industry

19971999 (2 years)

Responsible for managing the daily operations of a group level accounting and financial reporting team (15 salaried & 20 hourly employees) with an annual operating expense budget of approximately $4 million. The group’s responsibilities included the monthly collection and allocation of subsidiary financial data and subsequent publishing and analysis of the sector’s financial reports including the Income Statements, Balance Sheets, and Budget Reports

Richard Magner, MBA, Ph.D.'s Skills & Expertise

  1. Organizational Development
  2. Business Strategy
  3. Change Management
  4. Managerial Finance
  5. Process Management
  6. Teaching
  7. Leadership Development
  8. Higher Education
  9. Program Management
  10. Instructional Design
  11. Management
  12. Staff Development
  13. Strategy
  14. E-Learning
  15. Organizational Effectiveness
  16. Strategic Planning
  17. Leadership
  18. Process Improvement
  19. Analysis
  20. Research
  21. Project Management
  22. Data Analysis
  23. Team Leadership
  24. Training
  25. Time Management
  26. Coaching
  27. System Administration
  28. Adult Education

View All (28) Skills View Fewer Skills

Richard Magner, MBA, Ph.D.'s Education

Benedictine University

Ph.D., Organization Development

20052005

Olivet Nazarene University

M.B.A., Management & Leadership

1998

National Louis University

BA, Business Management

1994

Richard Magner, MBA, Ph.D.'s Additional Information

Interests:

Publications & Presentations 2005-MW Academy of Management-Panel-“OD Strategies for Small Colleges and Universities: Case Studies in Effective Organizational Change” 2004-Academy of Management-Panel-“Bridging The Gap – OB and it’s relevancy to practitioners” 2002-Academy of Business & Administration Sciences-Paper-“Distance Education and Its Impact on Emerging Economies” 2002-Midwest Academy of Management-Panel-“Competing for Convergence or Destined for Divergence: A Global OD Perspective” 2002-Organizational Development Institute-paper-”Virtuality as a Mediator of Virtual Work Team Effectiveness” 2001-American Society for Training & Development – Chicago land Chapter-Co-published article “Assessing Virtual Organizations” 2001-Southwest Federation of Administrative Disciplines-Panel-“OD Meets IT: Incorporating Organizational Development in High Tech Firms’ 2001-Midwest Academy of Management-Panel-“E-Technology and New Product Development”

Groups and Associations:

Academy of Management (AOM) American Society for Training & Development (ASTD) Association of Information Systems Professionals (AISP) International Institute of Business Analysis Organizational Development Network (ODN) Reading Is Fundamental Chicago (RIF)

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