bluuebunny/crossref_metadata_2025 huggingface dataset:
The Evolution of the Concept — Marketing
Authors: Cook David
Published: March 2008

Over the past 5/10 years there has been a strong evaluation of the contribution marketing can make to modern day society. At times this process has amounted to rejection of the marketing concept, such evaluations coming from both within and without the ranks of marketeers. The objectives of this article are threefold:
How Do You Measure your Advertising Spend?
Authors: Knowles Adam
Published: March 2008

The fifth in our series of articles covering the major aspects of industrial advertising and marketing by Adam Knowles
Managing without a Stick or a Carrot
Authors: Garnett John
Published: March 2008

The key to the future of this nation is about creation — about creating the worth — about creating the wealth. It is not about marching and protesting, it is about creating more. It is highly moral for a Christian democracy to redistribute wealth but I suspect it is highly immoral to distribute what we have not even created. The greatest challenge in creating the wherewithal in the last 20 years of the 20th century in this country is the ability to get people going. It is about service, delivery, flexibility, it is about lowering absence, it is about setting people alight.
Design for Production
Authors: Armstrong Ian
Published: March 2008

Good design is not some mysterious quality that only successful manufacturers can afford. Every manufacturer employs designers, although they are often called engineers, who take an idea and develop it into a product which can be made at economical cost on special jigs and tools integrated into cost effective production and assembly lines. Because more than one engineering discipline is involved, the entire design procedure has to be properly co‐ordinated and must include input, from the outset, from an industrial designer. A well designed product will not only be easy to assemble and maintain, the product will have an aesthetic appeal which attracts the potential customer.
British Business Education Comes of Age
Authors: Crew Bob
Published: March 2008

The state of the art in business education and management training in the UK has come a long way since the birth of American‐style business schools on our shores in the early 1960s and, with the completion of more than 100 management training courses by Britain's oldest business school this year, business education in Britain can be said to have come of age.
TO THE MANOR BORN
Authors: Snobel Alec
Published: March 2008

The very stones of the Cotswold, with the soft patina that makes them look mellow with time even when newly quarried, are conducive to quiet contemplation, and the ancient hills reinforce the reflective mood. So few locations could better serve the company or professional association planning a seminar where concentrated thought is the requirement … with, say, long‐term strategic planning on the agenda rather than a slick sales presentation.
Helping Small Companies
Authors: Eyre Reginald
Published: March 2008

An important but relatively unsung feature of the previous Parliamentary session was the Companies Bill, which has now completed its Committee Stage and should conclude its remaining stages in the Commons by the end of October. In the following article, Reginald Eyre MP, the Department of Trade Minister responsible for the Bill, examines some of the Bill's implications for individual companies and the commercial world as a whole — and particularly its significance for small companies.
Subcontracting — a growth industry
Authors: Robinson Nick
Published: March 2008

Subcontracting has long been an integral part of most manufacturing organisations — whether for individual production jobs or for maintenance and cleaning — or even for the entire manufacturing process. And the sub‐contract option is becoming increasingly attractive, so that now virtually any task can be undertaken by one subcontractor or another. But getting value for money takes a keen eye to spot the reputable operator, with adequate resources — whether for a subcontract services or production work. Take the Crook‐based company Marshall Richards Barcro. Having closed its entire manufacturing facility in 1977, the company has made extensive use of subcontractors to produce its range of tube processing and wire drawing equipment.
Robots and Automatic Factories
Authors: Heginbotham W.B.
Published: March 2008

Industrial robots bear little resemblance to the science fiction concept of futuristic machines — they are little more than machine tools except that their prime function is handling not making components. Being designed to replace a human operator, many of the machines currently available are somewhat similar in scale to a human being although their continuous weight lifting abilities can be much in excess of a human. They generally have one manipulating arm and there are three classical types of robot architecture:
Stress among Blue Collar Workers
Authors: Kelly Mike , Cooper Cary L.
Published: March 2008

Are the sources and effects of executive stress echoed down the line on to the shopfloor of manufacturing industry? Should the researchers into the “stress‐chains” at managerial level turn their attention to the investigation of stress and stress‐reduction among blue‐collar workers? How far it can be done, and how parallel are the problems on each level, are questions which British industry might well concentrate upon to a greater extent than is evident from a review of the literature on stress over the last 5–10 years. This article describes recent work by the authors into the nature and effects of chains of stressors on the shopfloor which could be argued to be holding back real growth in the UK's manufacturing potential, chiefly through the diversion of energy for human growth into over‐concentration on factors leading to dissatisfaction at work.
Joint Design for Adhesives
Authors: Williams David
Published: March 2008

Nobody knows more about designing joints than designers do. This is as it should be and is to be encouraged. It sometimes appears to specialists of other disciplines, however, that a joint may lack certain desirable, or even necessary, features which from their particular point of view may appear obvious. The adhesive specialist has his own requirements of which the designer will be only partly aware, and this article is an attempt to increase that awareness.
HISTORY ISN'T BUNK
Authors: Snobel Alec
Published: March 2008

History is a vantage point from which we can see not only the land around us but also whence we came and whither we go. It gives us perspective. That is why I deem an ambience steeped in history conducive to sound strategic thought compatible with sage corporate planning.
Joint Health and Safety Committees:
Authors: Beaumont P.B. , Leopold J.W.
Published: March 2008

In recent years a major theme in the organisational development and change literature has been the need to produce improved models of the change process. A major source of the need for such improved models is the long overdue recognition of the fact that, although pressures for change occur in both union and non‐union establishments, “OD has had little to say about the role of unions and the part they play in OD”. This particular deficiency is especially unsatisfactory in view of the many longstanding examples of union‐management problem solving structures and arrangements, most notably joint health and safety committees. Moreover, the unsatisfactory state of the organisational development and change literature with regard to the position and implications of the union role is likely to become even more acute as a number of commentators have pointed to such joint problem solving structures as being very much the wave of the future.
The Importance of Lifting Equipment in Factories Today
Authors: Harvey Peter
Published: March 2008

Provision of lifting equipment to handle materials efficiently and with minimum physical effort must be one of the most important considerations in industry today. On the one hand there is the growing pressure on management from workers, their trade unions and safety representatives, to provide lifting equipment to ease their daily tasks; on the other an increasing awareness of the greater efficiency and reduced costs that can be obtained by employing modern mechanical handling equipment of all capacities.
Computer Selection in Small and Medium‐size Businesses
Authors: Coussins Steve
Published: March 2008

There are many problems that face an organisation or specialist department considering the introduction of an in‐house small business computer system for possibly the first time. However, there is no doubt that the introduction of computer techniques to business organisations often make a dramatic impact on efficiency and prove invaluable in maintaining a competitive edge. Equally, there is no doubt that computerisation, unless handled by people with relevant experience, can prove to be a disatrous experience.
Cleaning without Disruption
Authors: French Peter
Published: March 2008

In most industries, the question of whether or not to shut down for cleaning and maintenance to be carried out simply doesn't arise. Vital production cannot be sacrificed and the alternative of closing down selected areas in rotation is only viable if those areas need to be closed for some other purpose, such as overhauling machinery or the installation of new plant. Cleaning and maintenance is an essential service for industry as a whole, but at a difficult time for British Industry as a whole, it cannot be allowed to disrupt production.
Making Maintenance Work
Authors: Robinson Nick
Published: March 2008

With many engineering companies now fighting hard for orders, the priority on production is to keep existing customers happy, with prompt deliveries. This means that maintenance, which has traditionally been second place to the urgent need to “get the goods out”, now risks being neglected. One maintenance manager puts it clearly. “We are always getting requests from production to keep machines operating, mainly on catch‐up work. But I have to explain that inadequate maintenance can mean a machine breakdown which might result in lost orders.”
Cutting Costs in the Printing Industry
Authors: Cox Jack
Published: March 2008

Mike Baker, Personnel Manager of the Evening Gazette in Middlesbrough, first learned of QED Industrial Motivation when he read one of their advertisments in the Financial Times. A couple of points caught his eye—the guarantee of substantial savings on existing costs and the invitation to a champagne breakfast. Being a typically cautious Yorkshireman, he thought carefully for several seconds before picking up the phone.
The Office of the Future
Authors: Stephens Nicholas
Published: March 2008

Incorrectly implemented, the Office of the Future will restrict industrial production and warehousing to work regimes that suit only the convenience of the company secretary and other executives who appear but rarely on the factory floor. On the other hand, correctly implemented, new technology will put the Office of the Future in its proper place: that is, serving and assisting the wealth‐producing centres. Indeed, the office in a physical sense will diminsh and instead become dispersed throughout an organisation via computer terminals.
The General Management Paradox in Management Education
Authors: Wills Gordon
Published: March 2008

There are times when I wonder how University Schools of Business ever got involved in offering “general management programmes”. I wonder even more when I hear colleagues tell me: “We're a General Management School.” I think my puzzlement stems from a lack of understanding of what others might mean by general management anyway.
Training—Investing in the Future
Authors: Beeth Gunnar
Published: March 2008

A new system for evaluating potential employees or assessing current staff for future promotions has just been announced by the Brussels based international management consultancy, Imaconsult, S.A. Called “Imagraph charting”, the system aids both professional and non‐professional interviewers in evaluating and summing up the real strengths and weaknesses of candidates for new jobs or promotions by decreasing the tendency to make errors of judgement in face‐to‐face interview sessions.
Psychological Attributes of Mergers — Part 1
Authors: Stacey Nicholas A.H.
Published: March 2008

The reasons why mergers have a hazy, hostile or indifferent image in the minds of many otherwise rational people will not allow superficial, simple or easy explanations. As a business activity, in one form or other, mergers have been with us for a very long time, though the wider recognition of limited liability 120 years ago in the earliest general companies Act gave it impetus and acceleration. Thus, experience of mergers between companies and their impact on the participants in them have now been forming for over a century.
Risks and Insurance Cover — a New Attitude Needed
Authors: Tye James
Published: March 2008

Risk management has outgrown its insurance origins and must become more professional in the present and future harsh economic climate. Britain's Association of Insurance Risk Managers would seem to agree for they are calling for a more professional attitude and better training for the 550 so‐called risk managers in the UK. Their greatest weakness is that, having been recruited from and worked in insurance, they have too limited and sectarian a view of the discipline control and financing of risks.
Computerising Small to Medium‐size Companies Today
Authors: Smith Roger
Published: March 2008

Today's computer jungle is a direct victim of the curious and inexplicable need to preserve the mystique of any business operation by shrouding it in a wealth of abbreviations, technical jargon and modern‐day idiom to such an extent that all but the initiated shy away in horror. The computer industry is undoubtedly the villain. On the surface it has become wrapped up in its own self‐importance and become increasingly complex to the point where many business managers have been prevented from crossing the bridge into what could be a beneficial new discipline.
How Direct Marketing can Help your Business
Authors: Tresidder Jane
Published: March 2008

There shouldn't really be a lot of difference between business and consumer direct marketing…after all, they're all people in the end. One recent test by a highly sophisticated direct mail firm seems to support this. For years they'd been selling their product with the usual razmatazz combination of multi‐personalised computer letter, four‐colour brochure, and a reply‐paid card with a glowing seductive “YES!” sticker and a dreary little greenish‐grey “no” sticker—you know the sort of thing.
Improving Productivity through Machine Monitoring
Authors: Sheridan Gail
Published: March 2008

With the squeeze on investment in new machinery continuing to bite, production managers throughout the UK are urgently examining different methods of improving performances on existing equipment as one way of containing costs. In this context downtime monitoring techniques which provide accurate, consistent data on machine performance are coming into their own. The latest devices, based on microprocessors, can cost only £600 for use on individual machines (as the number of machines increases the cost per machine decreases), with performance raised to as much as 95 per cent efficiency.
New Ways to Cut Telex Costs
Authors: Stråle Lennart
Published: March 2008

It will be many years yet before telex is displaced as the most universal medium of printed electronic communication for the international business community, because of the sheer size of the present network. Admittedly, systems exist which operate substantially faster than the maximum telex transmission speed of 400 characters a minute, and these are often useful for organizations needing to move large volumes of text over a few regular routes. However, no system except telex provides access, at will, to virtually every commercial undertaking, other than the smallest, throughout the world.
Carefree System Supply
Authors: Myles Colin
Published: March 2008

Under‐resourcing is a common situation in both major plant projects and computer control systems. In the latter case this may have particularly serious and long term effects. Adequate resourcing throughout the life of a computer system is vital.
CONFERENCE VENUES
Authors: Snobel Alex
Published: March 2008

For many companies it makes sense psychologically to raise morale by transporting executives or salesforce to exotic meeting places. Conference facilities in Stockholm, Berlin and Montreux are reviewed.
Industrial Devolution
Authors: Wilson Brian
Published: March 2008

The wider involvement of people in the decision‐making processes of an organisation is attracting increasing attention. This article explores why this should be and draws some wider implications.
Project Management Principles Succeed at ICI
Authors: Holt Laurence
Published: March 2008

This study concerns the project management strategy adopted during the successful building of an £85 million Terephthalic acid plant for ICI at Wilton, Cleveland. The client, and many others in the Teeside region had experienced severe problems in terms of cost and time overruns on previous similar projects. The resolute application of several fundamental project management principles is shown to bring about a radical change in people's attitudes. The previously inefficient and frequently acrimonious situation was transformed into one of highly productive teamwork and resulted in the project meeting all its objectives only three months behind schedule and several million pounds under budget. ICI rated the construction efficiency as the highest achieved for many years at Wilton.
Towards the Unmanned Factory
Authors: Shaw Ray
Published: March 2008

Ever since the industrial revolution in the eighteenth century, the proportion of the population engaged in argriculture has been steadily falling while the number of industrial workers has increased; that is, until the mid 1960s. In 1966, employment in UK manufacturing peaked at 8.6 million and since then about two million have left the industrial sector. At one time in 1981, the engineering industry was losing 1,000 jobs a day.
Education
Authors: Crew Bob
Published: March 2008

The continuing failure of Britain's education system to turn out the kind of recruits that British industry says it needs but is not getting, is not helped, of course, by recession and mounting unemployment. Before recession, the education system was allegedly not producing the goods, during recession it can hardly be blamed for not producing them — in view of educational cutbacks and zero job prospects — while after the recession (if, indeed there is to be an after) it will probably be in no better shape than it was before.
Product Quality Assessment by Consumers — the Role of Product Information
Authors: Box J.M.F.
Published: March 2008

Quality is a somewhat diffuse concept. Everybody knows more or less what is meant by it, but a precise definition of quality is more difficult to establish. “Quality” comes from the Latin word qualitas, which means properties or attributes. In the marketing terminology, quality is defined as: the degree to which a product fulfils its function, given the needs of the consumer [1]. Looking at the number of functions a product is expected to fulfil, it is possible to discern a varying amount of sub‐qualities which can be divided into functional and psychological qualities. The functional qualities consist of properties of the material, workmanship and of the technical and economic nature. These we call the “objective” characteristics of the pro‐duct. The psychological qualities, such as beauty, sportsmanship, prestige, are formed by the symbolic meaning the consumer associates with the product. These are “subjective” characteristics [2].
James Tye On the Safety Crusade
Authors: Crew Bob
Published: March 2008

Young James Tye, Director General of the British Safety Council in London, is 61 years old this year and, evidently, as safe as houses, if the vernacular is to be believed.
A New Approach to the Development of Senior Managers
Authors: Howard Keith
Published: March 2008

It is generally accepted that three factors in combination determine a country's potential output. Two of these are employable labour and the investment in tools and equipment which labour uses in the production process. It is, however, evident that even though two countries may have the same number of employable persons and capital stock it is quite probable that potential output will differ appreciably. This is primarily due to the fact that the characteristics of the labour and capital resources will differ, as will the way in which they are managed. Thus employee skills may on average vary from country to country as may the quality of equipment. Furthermore the systems operative in one country may in general be more efficient than those to be found in another. All these aspects, sometimes described as “the level of technology”, the third factor, are to do with the extent to which inputs are efficiently converted into outputs. Very much key to this transformation process is the quality of management itself.
When A Hundred Bosses and Their Wives Come to Dinner
Authors: Snobel Alec
Published: March 2008

There is nothing like a recession to concentrate the business mind and ensure that every asset earns its keep; and no asset is more valuable than the talent of its executive staff nor any resource more scarce than their time: that's why conferences, which tend to be prodigal of both, must be meticulously planned. Choice of venue is as important in this process as content and presentation, and there is a mass of information about every possible centre.
A Quality Circle Case Study
Authors: Barlow E. , Dale B.G.
Published: March 2008

Quality Circles are organisational options that are aimed at helping employees at all levels to achieve greater job satisfaction; they seek to increase productivity and product quality through direct employee participation. The underlying assumption is that such participation will result in useful suggestions for improving work methods, product quality, communications, etc, and for increasing employee commitment to implement these changes. Most Quality Circle developments have taken place with industrial blue collar workers. However, wherever there are groups of people, in or out of industry, Quality Circles can be formed with success. Whether the implementation of a Quality Circle is part of short‐ or long‐term planning does not matter, the rules remain the same and the philosophy remains unaltered. A Quality Circle is composed of a small group of employees who genuinely care about others, preferably doing similar work, meeting voluntarily with a leader on a regular basis, to identify problems, analyse the causes, recommend their solutions to management and, wherever possible, implement solutions.
Conference Venues
Authors: Snobel Alec
Published: March 2008

A report on the ancient joys of merrie England seen from the comforts of today, in particular from three hotels in Chester, Cambridge and the Cotswolds.
Does Your Warehouse Gobble your Manufacturing Profits?
Authors: Kelly John R.
Published: March 2008

Many of the painful economies achieved on the shop floor are thrown away in the warehouse. Significant cost savings can be obtained, however, if more rigorous standards of efficiency are applied.
Cashflow and Export
Authors: Dewdney K.A.
Published: March 2008

The in‐flow of cash is vital to any business. If companies are to survive and grow, cash must flow into the business at a rate adequate to meet commitments. Cashflow must be budgeted and carefully controlled at all times and, during times of recession, cashflow control takes on even greater importance. If the in‐flow of cash is to be adequate, and profits are to be maximised, proceeds from sales must be received as close as possible to the due date. Any delay in the receipt of sums due will reduce profits and, in extreme cases, could bring about the insolvency of the business.
New Product Development and Technology Licensing for the Smaller Firm
Authors: Lowe J.F. , Crawford N.K.
Published: March 2008

As the cost of new product development increases, pressure to make the best use of available technology continues to grow. This applies just as much to large firms trying to recoup investment in Ft and D as to the smaller firm endeavouring to maintain a balanced portfolio of new products. One answer to the problem may be technology licensing and research currently being carried out at Bath University, and funded by the Leverhulme Trust, suggests that this is an area in which small and medium sized firms are becoming increasingly active.
Newtech — A Recipe for Success
Authors: Calanda Alison
Published: March 2008

The worlds of the academic and the manufacturer may seem far apart but schemes do exist which encourage communication and co‐operation in the R&D field. One such project is already well‐established in North East Wales and is briefly described.
The Break‐up of Computer Services Departments:The Effects of the Micro
Authors: Rowe Christopher J.
Published: March 2008

So swift and dramatic have been technological changes over recent decades that the significant accompanying organisational changes can easily be overlooked. The author considers the effect that such changes have had on larger companies, particularly those that have established specialist computer services departments.
History Revisited
Authors: Snobel Alec
Published: March 2008

The author reviews three hotels as possible venues for conferences.
Picking from the Management Tree
Authors: Otway Terry
Published: March 2008

What differentiates one company from another is not its level of capital investment, the complexity of its computer system or the amount spent on advertising. It is the people who manage these, and the many other factors that are critical to achieving commercial excellence. The author explains why companies of all sizes are turning to “critical path” selection to locate the management excellence needed to stay ahead of the competition.
Factoring — “Passport to Financial Freedom”
Authors: Perman Peter
Published: March 2008

The author argues the case for factoring, the cost of which must be looked upon as an investment, to make more efficient use of resources by improving a firm's cash flow.
Micro — Power and Place
Authors: Morrell Peter
Published: March 2008

This article looks at an integrated and company‐wide decision support project and examines considerations such as the type of system to use, the characteristics it must exhibit and how to justify a substantial investment.
Reflections on INFO 84
Authors: Thompson Linda
Published: March 2008

A report on the Seventh European Information Technology and Office Automation Exhibition held in London in February 1984.
UK Inland Waterway Freight Carrying — Decline and Resurgence
Authors: Collins J.W.F.
Published: March 2008

In the UK there have been some recent signs that the inland waterways can play a role in meeting the nation's transport needs. The author discusses the progress already made and what still needs to be done so that the country's canals can once again take up their position in the transport scene.
Past Present
Authors: Snobel Alec
Published: March 2008

The facilities of two old hotels in the UK are described and their merits as possible venues for company conferences are discussed.
The Dilemma of Contract Industrial Staff
Authors: Hoskins Tony
Published: March 2008

There has been a major growth during 1983–4 in firms' use of temporary or contract industrial workers. They are often the first resort for handling not only projects like stripdown maintenance but also peak production work and ad hoc orders arising in the wake of recession. They provide flexible help until order books strengthen sufficiently to warrant increases in full time staff. However, firms should know exactly what is being provided and on what terms.
Automatic Order Entry—with a Field Sales Order Entry Management System
Authors: Locke James L.
Published: March 2008

What can go wrong during the order entry process of a manufacturer? A system solution to many of these problems is discussed that combines hardware, software and networking technology in that solution. The system solution includes the networking of data entered into the new “briefcase” portable micros, personal computers, or terminals at field sales locations. The benefits which accrue to the company implementing the solution are highlighted. In conclusion, the article discusses how a manufacturer can optimise the use of data captured in the order entry process for better sales and marketing control.
Dealing with Trades Associations
Authors: Guirdham Maureen
Published: March 2008

The sources of complexity and variability which lead to marketing organisations having to perform a range of functions or roles in dealing with trades associations are discussed. Then sources of conflict in trades association/marketing relationships are considered, with their implications for marketing management. All these factors taken together point to the need for a new approach to the development and implementation of marketing plans.
Risk Management and Control Through Simulation — The Underused Management Tool
Authors: Krantz Laurence
Published: March 2008

This article aims to clarify the issue of project risk management techniques and describes one such “tool” which provides an assessment of the true level of investment risks. This predictive tool provides the combination of a conventional critical path activity network approach with full allowance for the interactive effects of the project variables which contribute to uncertainty.
Key Strategic Issues in Today's Oil Industry — Part I
Authors: Mageean P.V.
Published: March 2008

The first of two articles to discuss the key strategic issues and their inter‐relationships in the changing and complex environment of the oil industry. Part I deals with the key issues in the search for flexibility in the more open system in which the oil majors now operate compared to the comparatively closed system largely controlled by the Seven Sisters.
Computer Disasters — Ignorance and Complacency
Authors: Mann Alan
Published: March 2008

Contingency planning in cases of computer failure, for whatever reason, is not undertaken by many companies. They then risk direct financial losses and the integrity of the data. The author discusses means of insuring against such disasters.
Key Strategic Issues in Today's Oil Industry — Part II
Authors: Mageean P.V.
Published: March 2008

The second part of a two‐part article which examines the dominant strategic factors which are developing and may develop in trading conditions of the oil industry's general environment and their likely influences on the key structural assumptions inbuilt in the “strategic cycling” perspective of the integrated operations approach presented in the first part.
The Impact of Computers on the Work Organisation:Centralisation or Decentralisation?
Authors: Rowe Christopher J.
Published: March 2008

The first generation of large mainframe computers certainly acted as a centralising force within companies. The arrival of cheaper minicomputers and the development of online terminals to mainframes had a “decentralising” effect in the sense that machines could be purchased and operated at departmental/site level.
The Industrial Buying Function:Changing Role and Relevance
Authors: Wagner William B.
Published: March 2008

A new era for management is emerging. Staying closer to the business of the company's primary expertise with an action‐based, value‐driven philosophy is being emphasised. A simple flexible organisational form directed at generating customer satisfaction is becoming more dominant. This requires more effective supply management than ever before. An enlarged role with greater significance for purchasing is resulting.
Helping Women become the “Best Man for the Job”
Authors: Crew Bob
Published: March 2008

The impact of video‐based distance learning technology will give women who are currently prevented from studying by time, money or geographical considerations, the chance to undergo further training and progress up the management ladder, an opportunity to reverse the trend that allows management still to be seen as a masculine role. Henley Management College (in conjunction with Brunei University) offers a two‐ to four‐year distance learning MSc, in addition to its full‐time courses, having the aim of training women managers and getting them into positions of seniority. (Article includes a listing of opportunities for women in management education).
Unforeseen Losses—Inspection for Safety
Authors: Jackson Varley
Published: March 2008

The necessity of engineering plant inspection by experienced independent engineers is vital if costly and dangerous accidents are to be avoided; management deferring action, and failing to keep pace with new engineering developments, are also contributory factors to general lack of safety. National Vulcan Engineering Insurance has maintained a policy of integrated insurance and inspection, dedicated to the provision of only the highest standards of inspection via a combination of highly trained engineer surveyors backed by full technical resources. The service is continually being extended to satisfy the latest Health and Safety Executive requirements.
Credit Control — A Survey
Authors: Cowton Christopher J. , Ho Peter C.
Published: March 2008

The success of a credit system, in terms of both effectiveness and cost, is largely determined by policy established within the company. Too conservative a policy will entail high opportunity cost through loss of business, but too liberal a policy results in the cost of tying up funds in debtors and the increased possibility of bad debts. A survey investigating building merchants' practices in Wales (1984), conducted by questionnaire, reflects some variety in approaching the provision of trade credit, but a relatively high degree of uniformity and lack of sophistication in monitoring systems. Producing statistical indicators of performance from a computer, ceasing to grant credit, or using external services such as credit insurance and factoring, are options which do not seem to have been fully explored.
IMCB—An International Forum for Management Development
Authors: Peters John
Published: March 2008

The International Management Centre from Buckingham has achieved its radical aim, to work with managers at or near their own workplace and to expand the limitations of the traditional MBA to make it equally relevant to overseas students, through an action learning based programme integrating the needs of the sponsoring organisation and the participant. The importance of learning preferences and styles are emphasised, and the logistical problems of international activities have been eased through the make‐up of IMCB tutorial faculty and the establishment of an international network involving local bodies or institutes. Activities range from open, company or profession‐based MBAs through to seminars/workshops, utilising resources produced by IMCB's official publisher, MCB University Press. Organisations, both local and multinational, are responding eagerly to this new approach, with sponsoring organisations including such diverse groups as an insurance company and a quarrying organisation, to Glaxo, Dunlop and Siemens.
Word Processors—Looking Outside
Authors: Brophy David
Published: March 2008

It is easy to under‐rate the potential of a word processing system and the role it can play both in local and remote communications. Two or more word processors linked to the same network and equipped with the necessary software, allow messages to be transmitted in seconds, eliminating the need for note‐writing. The communications link makes it possible to reproduce text on other types of printer and phototypesetting equipment and the addition of the appropriate communications board enables access to mainframe or minicomputer databases. A telephone link widens the scope to include Telecom Gold, Prestel, telex and private videotex services; messages can be sent internationally and stored in magnetic memory mailboxes. The linking of word processors and communications creates a rapid, wide, information gathering and processing capacity under the control of a single keyboard.
Managing Robots Strategically
Authors: Barrett F.D.
Published: March 2008

Adapting to the age of the robot will be one of the biggest challenges that managers and workers will have to face. A company that understands survival and success will need to adopt a positive approach to the use of automata, learning about the business implications as robots impact on blue‐ and white‐collar jobs, fundamental departmental functions of production, delivery, storage and merchandising, and company/customer relations. A range of examples illustrates robots' influence to date on warehousing, retailing and manufacturing. Safety training will be important, as well as emotional support and practical guidance for employees working alongside robots. A multi‐functional technology planning task force within the company would be a valuable aspect of overall strategy, delineating possibilities, plans and actions to be taken in the light of constantly updated technology.
Computers—Step Carefully through the Minefield:
Authors: Jacot William
Published: March 2008

In buying computers the businessman should adopt the same hard‐nosed techniques he would apply to any other purchase, not allowing computer mystique or a sense of his own ignorance in this field to prevail. Four main stepping‐stones can be identified in the buying process: definition of requirement (based on business needs); selection process (matching criteria agreed against tenders submitted); the contract (guarding against one‐sidedness and ensuring that the suppliers are prepared to guarantee their equipment capable of doing the job it is being purchased for); and user disciplines (acknowledging that computers both demand and impose disciplines, from maintenance through to security). A computer buyer who cannot find the time, confidence or ability to adopt this four‐stage process should seek advice, bearing in mind that consultants frequently have a product to sell, too. (First part of a three‐part article).
Buying British in the North Sea
Authors: Crew Bob
Published: March 2008

Effective communication will be a key factor over the next two years as British industry strives to increase its share of North Sea oil and gas reserves. The pressure group British Indigenous Technology (BRIT) has been pursuing the following proposals at the British government's Offshore Supplies Office (OSO): to persuade overseas companies (whether established or newly arrived) to joint venture with British firms; to monitor and discourage foreign take‐overs; to take specific action on the offshore support‐vessel front (if necessary, unilaterally against Norway or any other country operating restrictive practices); to improve linkage between industrial strategy and mechanisms for licensing/production approval; and campaigning against customer prejudices. There are proposals for the development of indigenous technology calling for increased R&D expenditure and practical input from operators in identifying projects highly relevant to development requirements; and proposals for the increase of exports, in particular improved export finance facilities and review of tax treatment for employees of British firms working temporarily overseas.
Computers — A Tragedy of Errors: Part Three
Authors: Jacot William
Published: March 2008

The successful use of the computer as a business tool depends on the adaptation of sensible business procedures. A plan should be formulated covering purchase and installation of equipment implemented by one person (a project manager, perhaps) who also ensures that adequate training in the equipment's use is provided for managers, supervisors and operators. Someone must also be made responsible for disk copying, paper flow and routine documentation. The organisation that plans and monitors computer‐related tasks and achievements, and delegates and trains users, will reap the rewards of successful system installation. (Third part of a three‐part article).
Assessing Security Manpower Needs for Industrial Sites
Authors: Formby William A. , Williams Vergil L.
Published: March 2008

The cost of providing security is a legitimate operational expense in any company, despite its increases in recent years. In many cases, a good security programme will inevitably pay for itself through the protection of company assets. Two case studies covering companies utilising access control systems demonstrate the means of maintaining an adequate level of security while containing costs. The application of this process, and its impact on particular organisations, will depend on the interpretation of what constitutes a mandatory activity and the amount of unplanned activities by the organisation. Only through a critical analysis of any given situation can these activities, and subsequently the amount of savings, be determined.
Computing Winners with Outplacement
Authors: Crew Bob
Published: March 2008

Utilising the outplacement policy, both sides win: the company because it is able to shed staff it finds too expensive and/or inessential, and employees because they can find an equivalent, or better, job. Outplacement consultants offer external support to employers displacing staff, but can also work in‐house arranging company “job centres” which operate in the same way as government job centres for the unemployed. While in the US twice as many redundant executives reportedly receive outplacement treatment paid for by their employers, the trend is fast catching on in the UK. Those in difficulty will need more help from employers, through recognition of responsibilities in these areas and readiness to invest in outplacement and mid‐career counselling services for redundant and/or potentially redundant employees.
Strategy for Information Technology: One Step Beyond
Authors: Scarbrough H. , Lannon R. , Hamilton R.
Published: March 2008

Information Technology (IT) may lead to a change in a company's methods and personnel skills, leading to stress and strain within the “culture” of the organisation, and challenge the business, its methods and its objectives. Confronted by the potential impact of IT it has been suggested that management decisions on new technology be grounded in a carefully thought‐out strategy, exploring the “why”, “how” and “what if questions raised by the development of an IT strategy: how it can be implemented, and what its effects are likely to be. The use of IT in British banking and its effects are discussed.
Putting Enterprise into Industry Year
Authors: Lloyd Bruce
Published: March 2008

The Business Graduates Association (BGA) launched Enterprise and Achievement Awards to students, or graduate MBAs, in 1986, whose entrepreneurial actions and achievements, in either the public or private sector, have demonstrated excellence and continuing concern for the changing needs of society. No more than lip‐service has been paid to the need for an entrepreneurial approach to creating jobs and growth in British industry. Venture capital companies report an acute shortage of good projects where a sound business idea is supported by competent management. The BGA suspects that many entrepreneurs are not recognised by their companies and are channelled into less rewarding directions. The BGA hopes to change the British attitude towards entrepreneurs, recognising that potential successful entrepreneurs may fail two or three times before they finally succeed.
The Remploy Resource
Authors: Jeffries Tom
Published: March 2008

Remploy was set up in 1944 to provide meaningful work for those wounded in the Second World War within a company created to cater for their special needs with the financial and social benefits that employment brings. The company has built a thriving business based on providing a range of invaluable services to British commerce, industry and the Health Service. It used three groups of workers in packaging and assembly, furniture and medical equipment, and leather and textile products. In 1981 Remploy dropped its national marketing operation in favour of a policy which devolved more responsibility from headquarters to its front‐line management. The work and success of the packaging and assembly group is discussed in the context of this flexible approach.
The Automated Office and Computer Crime: A Preliminary Assessment
Authors: Blatchford Clive
Published: March 2008

The opportunity for computer‐related crime in the automated office/distributed environment is greater than in the larger, centrally driven data‐processing facilities, where access to equipment is usually easier and there is no hierarchy of physical controls as in a separate computer data centre. Information is less secure due to the poor definition of roles and responsibilities at end‐user functions, the difficulty in controlling a complex system with simple “system management tools” and the “human text” form of much of the electronically stored data. Standards of security administration within
The Management of Shareholder Concessions
Authors: Cowton Christopher J.
Published: March 2008

Many companies have introduced shareholder concession schemes, where the company provides a concession or “perk” on one or more of the company's products. Reasons for introducing such a scheme include the provision of an additional return to shareholders, the generation of shareholder goodwill and loyalty or increased sales. Whatever the reasons, some cost to the company is involved. Factors for establishing a successful scheme are outlined.
Managing Storage Installation Contracts in the UK
Authors: Murdoch Geoff
Published: March 2008

Dexion Ltd are the UK‐based subsidiary of an American corporation, concerned with the manufacture and supply of storage and materials handling equipment. The study discussed here originates from a project carried out as part of an in‐company MBA programme. It aims to improve the overall profitability of UK storage installation sales and the quality of service offered to the client. The approach adopted concentrated primarily on information from in‐house sources due to the unwillingness of comparative companies to co‐operate. Much of the information came from in‐depth analysis of performance/trends of the three major UK sales regions, a series of interviews with key personnel involved in the installation process, and previously published in‐house reports. The recommendations will impact on people, the work and structure of the organisation, and its systems, all of which interact with one another. Therefore while many of the proposals will stand alone the full benefit will only accrue with the introduction of the total package and broad acceptance of those most affected.
The Appropriate Choice and Implementation of Decision Strategies
Authors: Cosier Richard A. , Dalton Dan R.
Published: March 2008

The appropriate use of decision strategies can be of marked benefit to effective decision making. The challenge of decision making under uncertain conditions and the absolute necessity of decision aids for the practising manager at nearly any level of the organisation are examined. Specific strategies are developed for making effective decisions based on the amount of information available and the degree of environmental uncertainty and a framework for selecting the correct strategy put forward, since these strategies are only appropriate given certain conditions.
A Training Partnership
Authors: Yeates Don
Published: March 2008

There has been a great deal of talk recently about the importance of training or re‐skilling of the workforce in order to revitalise British industry, but little has been said about the training needs of managers, who face the same changes in their working environments. The Manpower Services Commission's (MSC) “A Challenge to Complacency” is pessimistic about managers' abilities to make a sufficient commitment to training. At present training is low on company priority lists and suffers from financial cutbacks. Ways to improve and standardise company training include a Queen's Award for Training and more emphasis on self‐learning, e.g. open learning. A list of the MSC recommendations is included.