bluuebunny/crossref_metadata_2025 huggingface dataset:
Management Development in the Global Village: Beyond
Culture – a Microworld Approach
Authors: McBride Mary
Published: September 2004

Examines the global organization and its particular management
development needs. It proposes that implicit in the idea of global
stategy is a model of management based on efficiency. Efficiency is
created by a uniformity of approach across national and cultural
boundaries. Global managers must also be able to create effective
microcultures of unified action worldwide. Describes a management
development programme which uses simulation to provide managers with a
practice field for creating a unifying cultural framework which can
cohere diverse interests around organizational strategy.
Preparing Managers for Foreign Assignment: The Expatriate
Profile Program
Authors: Dunbar Roger L.M. , Bird Allan
Published: September 2004

Managers often have little knowledge concerning the cross‐cultural
and organizational changes they can expect to encounter when they are
sent abroad. Describes a personal computer program designed to make
managers more sensitive to the adjustments that are needed due to the
cultural distance distinguishing the new and their home country. It also
explores contrasts between characteristics of their previous assignment
and their new assignment, emphasizing how differences in organizational
centrality, influence and size may require them to develop a different
managerial approach.
OrgSim: Using an Organization Simulation to Create a ″Live″
Case
Authors: Murrell Kenneth L. , Blanchard Dallas
Published: September 2004

Presents a powerful experiential training tool in the teaching of
organizational dynamics. A participant′s and a co‐ordinator′s manual
have been developed to guide the training simulation portion which runs
from six to eight hours, including briefing and preparation time. In
this phase the participants create, operate and develop a live
organization as they think that it should be structured. Following this
experiential phase, an intensive debriefing and processing phase of four
to eight hours is conducted. In the debriefing the participants are
assisted in reflecting on both their shared experiences in creating the
organization and their learnings from operating in a work community of
their own making. Past participants report significant and sometimes
life‐changing discoveries about themselves and how they act in
organizational settings. What this represents is the creation of a
“live case” that teaches through experience a great deal
about power and empowerment, motivational dynamics, issues relating to
total quality management and leadership, stress and ambiguity, conflict
and co‐operation, and emerging issues of managing diversity.
Management Development in Arab Countries: The Challenges of
the 1990s
Authors: Atiyyah Hamid S.
Published: September 2004

Assesses the future of management development (MD) in Arab
countries in the 1990s. Interprets developments in the political,
economic and organizational fields to support an appreciable increase in
the need and demand for MD in these countries. Encourages MD firms to
adopt a growth strategy to meet this demand. Advises foreign MD firms
and consultants, lacking experience in dealing with the Arab market, to
confine their initial operations to the sale of MD packages and the
supply of technical consultations, possibly shifting to a more
aggressive strategy at a later stage. Argues that local public and
private firms must concentrate on expanding their services as well as
improving them. Includes specific recommendations on how to deal with
major problems in MD programmes, design and implementation.
Developing the Influential Manager: Experiences with Deans
of Business Schools
Authors: McDonald J. Michael , Bernard Keys J.
Published: September 2004

The ability to make quantum leaps in changing organizations is
becoming a survival need for both managers and their organizations.
Managers are needed who can build networks to funnel diverse views
upward from the lower levels where the need for change is often first
detected. Describes how a multipart “Influence Development
Programme” was devised and attended by 53 deans of business
schools – it being recognized that to be effective, deans, as much
as managers in business, need to be able to influence others both within
and outside their work environment.
Management Development Evaluation and Effectiveness
Authors: Smith Alison
Published: September 2004

Suggests that management development evaluation is fraught with
problems as the relationship between cause and effect is impossible to
prove when the subjects are human beings and they and their environment
are a complex morass of variables. Describes the difficulties of
designing an evaluation along traditional lines and suggests an
innovative methodology, based on sound academic principles, which is
user friendly to the practitioner. The methodology, a management
development diary, has been developed and piloted in the UK. Discusses
the development of the design and its application and considers the
strengths and limitations of the product, both as an evaluation
instrument and as an aid to management effectiveness.
Understanding the Human Aspects of Flexible Manufacturing
Systems through Management Development
Authors: Gupta Atul , Chen Injazz J. , Rom Walter O.
Published: September 2004

Empirically examines the relative importance of technical and
organizational factors in the implementation of flexible manufacturing
systems (FMS). Identifies a list of eight technical and organizational
factors. Describes a stepwise regression analysis which was performed
with the level of perceived success of FMS implementation as the
dependent variable. All organizational and technical factors were used
as explanatory variables. In the stepwise regression analysis, three of
the five organizational factors (i.e. team approach, employee commitment
and top management involvement) entered the model, suggesting that they
are significant factors to successful FMS implementation. Based on the
results of the statistical analysis, three focus groups were further
organized to develop a framework for an effective training and
management development, to help managers better understand the scope of
both the problems and opportunities associated with the human issues
which arise while firms are undergoing technological changes.
″Building Managers from the Inside Out!″ ‐Developing
Managers through Competency‐based Action Learning
Authors: Smith Barry
Published: September 2004

Reflects on the practical experience of the author in introducing
competency‐based action learning into Australian public and private
sector organizations. Contains a series of interviews with graduates of
an action learning Masters programme in the Health industry. Suggests
that early and consistent focus on participants′ self‐knowledge and
self‐management significantly improves their learning ability, personal
growth and management competence. Linkage between the project‐based
experimental journey and with the consequent learning journey is both
illustrated and discussed.
Battling the Rapids
Authors: Winston Michael G.
Published: September 2004

Explores the similarities between a captain and his crew on ship
and the various strands of management. This is set out in an allegorical
and interesting way, which makes for easy assimilation of the
constitutent parts. Stresses the role of competitiveness and also the
need for continuous training, thereby promoting high performances from
the (crew) team. Concludes that the correct use of the available
elements helps give your (team) crew a sustainable competitive edge.
Management Development Assistance for Poland ‐A Playground
for Western Consultants?
Authors: Kwiatkowski Stefan , Sanders Patricia
Published: September 2004

Western management development assistance (MDA) is being viewed
with scepticism in Poland – a scepticism fuelled by the rapid
proliferation of MDA programmes which sometimes compete with one
another, frequently lack intellectual clarity, and often are
short‐sighted. Discusses some of the barriers, challenges and
opportunities associated with developing MDA programmes for
post‐communist countries, presents a method for analysing variables in
planning MDA programmes, and offers recommendations for those seeking to
develop MDA programmes for post‐communist countries.
Transporting Management Training into Poland: Some Surprises and Disappointments
Authors: Yanouzas John N. , Boukis Sotos D.
Published: September 2004

Culture has an effect on efforts at management training and
development. Experiential exercises have cultural values embedded in
them. Transporting training exercises across cultural boundaries
represents a challenge full of opportunities and pitfalls. Two
American‐made training exercises – a survival exercise and an
inter‐unit conflict exercise – were used in a training session
composed of Polish academics, who are preparing to enter management
development, and training in post‐communist Poland. Polish culture
presents both obstacles to experiential learning and opportunities for
developing management skills. Comparative analysis is used to assess the
match between training method and culture.
Developing Three‐dimensional Leaders
Authors: Rodrigues Carl A.
Published: September 2004

In many organizational day‐to‐day situations, effective managers require multidimensional leadership characteristics. They need innovator characteristics to solve crises and to identify and “sell” new visions to the organization; implementor characteristics to systematically operationalize the solutions to the crises and the new visions; and pacifier characteristics to maintain the status quo in stable times. Develops a model containing the traits, abilities, and behaviour of the three leader types. Leaders with multi‐dimensional leadership characteristics are scarce, but they can be developed. A management development agent applied this model to a group of about 50 managers who participated in a leadership development programme. The agent reported positive results. Gender barriers, however, were noted.
Using a Computer Simulation in Multicultural Management
Development: An Indonesian Example
Authors: Hornaday Robert W.
Published: September 2004

Describes the use of a computer simulation to enhance management
skills in an Indonesian Master of Management (MM) programme during the
spring of 1991. Cultural and language differences presented special
problems. Enthusiastic student response and the permanent inclusion of
the simulation in the curriculum demonstrate the value of computer
simulations in multicultural management development programmes.
Enhancing Managerial Cross‐cultural Awareness and
Sensitivity: Transactional Analysis Revisited
Authors: Park Hoon , Kline J.
Published: September 2004

A major concern facing multinational corporations in the 1990s is
how to prepare managers to operate effectively within another culture.
Unfortunately, many corporations seldom provide cross‐cultural
management training because it is considered unnecessary or ineffective
by top management. Given such corporate mentality, a major concern
facing trainers is how to develop cultural awareness and improve
cultural sensitivity. Introduces a new approach for enhancing the
efficacy of cross‐cultural training by extending one of the most
effective psychotherapeutic counselling methods – transactional
analysis – over the cross‐cultural setting. Presents conceptual
framework which suggests that a crucial element of cross‐cultural
training for managers must be to help them achieve an “adult ego
state”, and thus ensure that they maintain the most effective
cross‐cultural position – my culture′s OK, your culture′s OK. By using transactional analysis as a prerequisite to other
approaches in cross‐cultural training, trainers can provide a more
comprehensive programme which will not only enhance sensitivity and
awareness, but ultimately lead to a greater usage of and appreciation
for cross‐cultural training by organizations.
A New Era of Management Education
Authors: Fulmer Robert M. , Graham Kenneth R.
Published: September 2004

Fundamental changes in the business environment dramatically
accentuate the importance of corporate learning. Learning as a competive
advantage requires organizations to adopt a new view of education for
general management. The new paradigm focuses on anticipatory learning
rather than maintenance learning. The leadership/ management development
process will be viewed as a system rather than a series of discrete
events. Identifies and discusses several trends for both providers and
users of management development services, along with the need for policy
level support for these efforts.
Personality Variables in Management Development
Interventions
Authors: McClure Lynne , Werther William B.
Published: September 2004

In designing consultant‐driven management development
interventions, personality issues typically are viewed as moderating
variables, if they are considered at all. Reports on two
“action‐research” oriented, team‐building interventions,
based on Jungian theory as operationalized by the Myers‐Briggs Type
Indicators. Illustrates the often overlooked importance of personality
issues as an important precondition to successful management development
efforts.
Improving Individual and Group Effectiveness
Authors: McClelland Samuel B. , Harbaugh Norman R. , Hammett Suzy
Published: September 2004

Workforce diversity, experiential as well as cultural, has
presented human resource development (HRD) professionals with
opportunities as well as unique challenges. Describes such an
opportunity, the design of a management training programme, to address
specific goals identified by an organization′s senior management group.
The challenge lay in designing a course which recognized the diversity
in the backgrounds or experience levels of the company′s management
personnel while simultaneously meeting company‐defined objectives.
Additionally, because of time and certain other constraints, the
training group would consist of mixed peer levels. This raised the
possibility of injecting an intimidation factor which could take the
form of reduced interactive participation. The challenge of mixed‐level
groups and background diversity was addressed through course design,
techniques of presentation, and evaluation – both post‐programme
as well as long term. A comparison of the results of both evaluation
phases highlights an overall successful approach in addressing the
organization′s goals, as well as the issue of experiential diversity
present in the management structure. The problem of mixed‐group
participation in a programme designed to emphasize inter‐departmental
co‐operation and teamwork produced mixed results. Includes
recommendations regarding implications for other HRD professionals who
may become involved in similar projects.
DSS MANAGER: Turning Business Simulation into a Decision
Support System
Authors: Tomasz Bielecki Witold
Published: September 2004

A specific decision support system, DSS manager, based on a
computerized simulation business game was developed to teach executives
how to make decisions following the new rules of market driven Polish
economics. Describes the concept of using this “tailor‐made”
DSS to help both senior and middle level managers in Polish transition
economics. This DSS is also unique because it joins features of decision
support systems with some features of expert systems (ES) and executive
support systems (ESS). Its creation required the collaboration of
scientists and senior level managers from Polish firms. Such an approach
can be considered a predominate approach in the process of preparing
DSSs for executives who must manage in difficult economic situations.
Putting Total Quality Management into Contemporary Polish
Management Development
Authors: Stoner James A.F. , Wankel Charles B.
Published: September 2004

During the 1980s, a significant management shift occurred in
organizations which generally were recognized as being globally
competitive. More and more these organizations were transforming their
traditional Taylor‐based management strategies into total quality
management (TQM) approaches to managing. As a result, management
educators were faced with the dilemma of how to teach the new TQM
paradigm emerging in globally competitive companies. Presents a method
of teaching total quality management concepts and suggests that viewing
TQM as a new “management technology” may be useful.
Describes a successfully implemented educational approach to teaching
both the content and process of TQM approaches to management and applies
it to Poland′s post‐communist management development challenge.
Your Enterprise School of Management
Authors: Wills Gordon
Published: September 2004

Posits that every enterprise must institutionalize its workplace
learning systems and opportunities in such a way that it radiates what
it has already achieved and from this moves on to realize its full
potential – in short, the enterprise itself is the key. Examines
in successive chapters: the individual manager and questioning insights
(Q); the major systems which the enterprise uses to capture and
structure its learning; a SWOT analysis of the enterprise′s total
learning; action learning, its contribution to the achievement of
enterprise growth, and the role of programmed knowledge (P); the
Enterprise School of Management (ESM) as a phoenix of
enlightenment and effectiveness rising from the ashes of traditional,
less effective management training initiatives; and, finally, the
practical realization of the action learning dream, as evidenced by
emerging examples of successful and profitable implementation worldwide.
Concludes with a selection of pertinent abstracts.
Perceptions of Educators and Potential Employers of the
Research Training Needs of Postgraduates in Business and Management
Authors: Phillips Estelle M. , Zuber‐Skerritt Ortrun
Published: September 2004

Discusses Australian postgraduate management training needs in the
light of the obsolescence of current management development technology.
Reports on a pilot study into perceptions within industry and higher
education of what is needed for future courses. Academics emphasized
content, and managers′ practical and process skills. Advocates a shift
from content to process because of the rapidity of change in
management′s environment.
Development of Non‐traditional Work Sites: The Challenge of
Telecommuting
Authors: Solomon Norman A. , Templer Andrew J.
Published: September 2004

The growth of telecommuting is occurring at an ever‐expanding rate
and bringing with it the challenge to organizations to enhance
development opportunities for both telecommuters and their managers.
Reports a survey of the use of telecommuting by a sample of 91 companies
among the top 1,000 firms in Canada. Found that telecommuting is
typically introduced for reasons of economic efficiency, and little
thought is given to the development needs of telecommuting employees
despite a clear need for telecommuting expertise. Concludes that
telecommuting will bring significant changes in management‐employee
relationships and the need for new designs in human resource development
programmes.
Feelings, Emotional Empathy and Decision Making: Listening
to the Voices of the Heart
Authors: Martin Charles L.
Published: September 2004

Argues that managers may rely too heavily on cognitively based
decision‐making processes in an attempt to appear rational, logical and
objective. However, the quality of decision making may be enhanced by
also recognizing the legitimacy of an affective dimension of
decisions, i.e. an ability to empathize with the feelings of employees,
consumers and others affected by decisions. Discusses implications and
makes recommendations for nurturing a sensitivity to the affective
dimension.
The Booming Business of Management Education in Russia
Authors: Puffer Sheila M.
Published: September 2004

Management education is a booming business in Russia these days,
with more than 1,000 business schools and training centres having been
established in the past couple of years in Moscow alone. Focuses on the
way management education is evolving in Russia. First presents an
overview of the management education system that existed during the
communist period as background. Follows with a discussion of how
political, social and economic changes have influenced management
education since 1988. Next presents the latest developments in
management education. Topics include the types of business schools which
have been created, as well as the characteristics of their faculty,
programmes and curricula and teaching methodologies. Concludes with a
discussion of the future of management education, and presents a
pessimistic and an optimistic scenario of the potential impact of
management education on the economy, politics and society in the new
Russia.
Business Meetings in Giant Korean Corporations –
Implications for Executive Development
Authors: Lee Yoon R. , Lazarus Harold
Published: September 2004

Summarizes the findings of a survey dealing with business meeting
practices in giant Korean corporations. Describes both meeting practices
in very large Korean firms and also top Korean executives′ feelings
about those meetings. Korean executives consider adequate preparation,
clearly‐set objectives, agreement on follow‐up actions, and starting on
time as the most important elements for a successful meeting. However,
these elements are not being implemented adequately. Business meeting
practices in Korea have room for improvement, both in terms of
effectiveness and efficiency. There is also a huge disparity between the
perception of the need for training in meetings management and the
implementation of such training. Executive development programmes in
Korea should certainly include far more training in meetings management.
Matching the Media and the Message: Making Effective
Corporate Films and Videos
Authors: Jonathan Harris Mark , Mayer Doe
Published: September 2004

What are the communications problems which are common in corporate
and business films and tapes? Describes anecdotally a number of mistakes
often made when corporate America tries to communicate through film or
video with an audience. Suggests that business people ask a number of
questions before they embark on making such programming, including
whether the medium is really appropriate for the message, who the target
audience is, if the proposed film or video takes into account that these
media are primarily visual, whether the programming will keep the viewer
involved emotionally, and whether the ideas are simple enough to
communicate effectively in these forms. From the point of view of
experienced film‐makers and professors in media production, offers
numerous ways to improve this kind of programming to communicate more
effectively and make better films and tapes. Uses both historical and
contemporary social science research and examples to back up its
arguments.
An Analytic Framework for Assessing Popular Business Books
Authors: Newstrom John W. , Pierce Jon L.
Published: September 2004

Examines business books from the point of view of managerial
readers, listing the desirable elements of “bestsellers” and
suggesting ways of making their reading worthwhile, including a
hierarchy of learning. Goes on to critique bestsellers, discussing a
range of aspects from their credentials to their practicability.
Concludes that managers must be both carefully selective in their choice
of books and selectively careful in how to read them, and that by
following the criteria posited they should progress towards creating
learning organizations.
The Teaching Company Scheme: Effecting Organizational
Change through Academic/Practitioner Collaboration
Authors: Peattie Ken
Published: September 2004

The UK′s Teaching Company Scheme, established in 1975, has been
responsible for setting up almost 1,000 collaborative projects between
academics and businesses, all with the primary aim of effecting
organizational change. The interest which the scheme has aroused has
usually centred on its effectiveness as an investment of government
money in industry, and on the effectiveness of academic/business
collaborations. The potential of the scheme to act as a
“laboratory” in which to study organizational change
processes has gone almost unnoticed. By studying projects completed
within four different companies, attempts to analyse the effectiveness
of Teaching Companies as an organizational change process, and to
develop a case for the scheme as a potentially valuable source of future
research opportunities.
The Merlin Exercise: Future by Forecast or Future by
Invention?
Authors: Fulmer Robert M. , Perret Solange
Published: September 2004

Describes the Merlin Exercise and its use by the authors
integrating two models of the future ‐ “forecasted” and
“invented” – to educate management in the development
of a strategic intent and in implementing such an intent.
Anticipatory Team Learning: What Is It and How Does it
Happen?
Authors: Sashkin Marshall , Franklin Steve
Published: September 2004

Team building is a common thread throughout most organizational
change and management development activities. As teams are built, they
should evolve through three stages of learning: (1) crisis problem
solving, (2) productivity improvement to the current situation, and (3)
anticipatory learning. Anticipatory team learning focuses on
future‐oriented learning. It is based on three meta skills of team
learning: (1) obtaining data, (2) constructing “rich
information” and (3) turning rich information into
“intelligence” for creating and sustaining peak performance
and a higher commitment culture.
The ARTIS Initiative of the ELEA Training and Consultancy
Authors: Berti Stefano , Alberti Giuseppe , Pini Rossella
Published: September 2004

Reports on the first year of the Italian ARTIS initiative designed
as a “club” for managers in key sectors of the economy to
share innovative knowledge in the strategic management field. ARTIS
meetings (four in the year 1991‐92) involve interdisciplinary
presentations, integration of ideas through work sessions and
integration of interventions.
The Success Levers for Europe: The Cranfield Executive
Competences Survey
Authors: Kakabadse Andrew
Published: September 2004

Outlines the results of research into the strategic concerns of top
management in mid‐ to large‐size European corporate organizations. Four
key levers for the successful management of international business have
been identified. It is important to: create a high quality dialogue
within the top management group; reach agreement as to what sales and
marketing mean for the business; handle correctly the planning and
target‐setting process; manage carefully sensitive interfaces across
Europe. Concludes that, although national differences in approach among
European managers are highlighted, the same key levers are essential for
effective business performance, irrespective of nationality.
Management Development of Hong Kong Managers for 1997
Authors: Chong John K.S. , Wright Kassner Marcia , Shih Ta‐Lang
Published: September 2004

Makes recommendations, based on a 1991 study of Hong Kong Executive
MBA students, for management education and development programmes for
the development of Hong Kong managers, in anticipation of the changes
that will occur when control of Hong Kong is transferred from Britain to
mainland China in 1997. Finds that Hong Kong managers expect changes in
many parts of their lives – political, social, personal property
rights and moral beliefs. Therefore, recommends that management
development prepare Hong Kong managers to meet this multitude of
changes.
APL: Current State of Play within Management Education in
the UK
Authors: Preston Diane , Smith Alison
Published: September 2004

The accreditation of prior learning (APL) is an exciting aspect of
the development of management education in the UK. It has been heavily
promoted by the UK employer‐led body, the Management Charter Initiative
(MCI) within promises of benefits both to individuals and organizations.
Examines the level of interest and involvement with an industrial region
of the UK. The findings raise some doubts and concerns from training
managers and suggest that the initiative may have some way to go.
Simulation‐based Leadership Development and Team Learning
Authors: Drew Stephen A.W. , Davidson Alistair
Published: September 2004

A widespread interest in organizational learning has been
precipitated by the need for radical change and strategic renewal in
many institutions. “Learning laboratories” or
“microworlds” have been proposed as powerful tools for
enhancing learning through experience. As costs of technology decline,
and software becomes more accessible, the use of customized computer
simulations in microworlds will become a feasible option for many
management development programmes. Describes a leadership development
programme in the telecommunications industry in which a customized
microworld computer simulation was used to promote managerial learning,
teamwork and co‐operation. Goals of the programme include development of
a new paradigm for competition in the industry and a new vision for the
organization. A unique feature of the programme was that success of the
microworld was measured and systematically evaluated. A significant
impact on improved co‐operation, individual and group learning was
observed. Discusses characteristics of microworlds and challenges to
simulation designers. Finally, presents some guidelines for successful
microworld design, together with suggestions for future microworld
application.
TQM: Evolution, Scope and Strategic Significance for
Management Development
Authors: DiPietro R.A.
Published: September 2004

From the standpoint that “communication is everything”
begins with the assumption that only when armed with a more universal
imagery of what TQM truly encompasses can we appreciate its significance
to competitive human resource utilization and management development.
Traces the germinal roots of what is commonly referred to as TQM,
operationalizing much of the “semantic jungle” which has
evolved from the disparate disciplines contributing to its present
status. Makes comparisons between TQM and more traditional schools of
management thought as a means of demonstrating the potential
universality of this paradigm as an appropriate model for organizational
development in today′s global, competitive environment. Reviews its
applications in corporate training and academic educational programmes
and contrasts them with implications for the future.
Total Quality Management in Management Development
Authors: Chandra Mahesh
Published: September 2004

In order to be competitive companies must provide customers with
quality products and services in a fast, responsive manner. Innovative,
customer‐driven organizations are more likely to succeed. Total quality
management (TQM) is a management approach which requires innovation,
employee participation, and rapid response to meet the changing needs of
the customer. The establishment of the Malcolm Baldrige National Award
in 1987 and Deming′s management philosophy have both contributed
significantly to organizations′ awareness of the use of TQM as a key
element in strategic planning for competitivemess in the current global
environment. Discusses the Malcolm Baldrige Award criteria and the tools
which management must employ in order to implement TQM.
Why TQM? – A President′s Perspective
Authors: Merdinger Wayne J.
Published: September 2004

Presents thoughts on the decision to implement a total quality
management programme. This is a company which has undergone
extraordinary growth over recent years and finds itself at the crucial
point of transition from the small entrepreneurial firm to the larger
corporate environment. Discusses how the growth of the business forced
the painful process of selling the entrepreneurial Chairman and CEO on
the concept. Provides a president′s perspective on the challenges of
taking a high‐growth, entrepreneurial company up to the next level.
TQM – A World View
Authors: Krygier Alberto
Published: September 2004

Discusses the key differences in business approach to TQM within
the three major global economies of the Asia Pacific, Europe and North
America. Suggests that TQM can act as a catalyst in the emerging
economies of Eastern Europe through their reliance on teamwork and
employee empowerment. Identifies the main principles of management
training common to most TQM models. Goes on to point out the quality
review policy within the author′s own company, which is geared to
enhancing the standard and consistency of customer service by
continually responding to the customer′s needs. Believes that worldwide
implementation of these standards would help organizations in exceeding
the expectation of customers.
Why Total Quality Management Fails: Perspective of Top
Management
Authors: Miller Richard L. , Cangemi Joseph P.
Published: September 2004

TQM philosophy is that continuous improvement within an
organization is possible. It is people‐oriented and customer focused. To
be successful it must involve all people within the organization and
must have customer feedback. Discusses in detail the reasons why this
fails: managers do not delegate quality to involve everyone in the
organization; appropriate consultants to implement the system are not
evaluated properly; lack of employee involvement; failure of management
leadership with too much emphasis on cost cutting and profits, not
customer service; poor communication with workforce; resistance to
change. Benchmarking must be established to measure the effects of TQM
and a long‐term plan to establish goals. A good supplier relationship,
teamwork and employee participation are all required concepts within a
successful TQM programme.
Managers and Consulting: A Total Quality Perspective
Authors: Zand Dale E.
Published: September 2004

A total quality approach to management development must understand
that managerial reliance on formal authority is no longer a sufficient
basis for effectiveness. The primary weapon of competition has become
the manager′s ability to gain access to and mobilize the knowledge
dispersed in his organization. Total quality means that we recognize
that managers are inexorably being driven towards consulting
relationships. If managers are to be effective, they must understand the
characteristics of the consulting relationship. They must understand its
levels and phases, and must master its skills. Highlights the importance
of the consulting relationship in a total quality approach to the future
development of managers. Presents a model of the consulting relationship
and examines several issues which should be considered in a total
quality approach to developing a manager′s consulting skills.
Learning, Motivation and Total Quality: The Potential of
Correspondence Training
Authors: Berszinn Henry G.
Published: September 2004

Presents the view that learning skills off‐site is the most
effective way of training. Because of the high cost of college courses,
correspondence training is promoted as an effective low cost approach
for an employee to learn new skills. Explores the evolution of this
approach from the traditional classroom method to on‐the‐job training
using full‐time staff and to seminar‐type training. Explains the
advantage of self study and correspondence training and its measurement
of competence throughout the course. One example explains the
introduction of a certification programme and elaborates on this trend
in other trades. Self study courses are constructed for a rapidly
changing subject area where information is constantly updated.
Participation produces achievement through motivation, either corporate
sponsored through bonus incentives or through the individuals′ own
belief that value will be added to his job.
Medical Education and Research after the Health Service Reforms
Authors: Lilford Richard
Published: September 2004

The issue of medical education and SIFTR (Special Incentive for
Teaching and Research) within the framework of the internal market and
the purchaser/ provider separation is discussed. It is proposed that
medical education be treated in the same way as the rest of the NHS and
that resources follow medical students. The problems of concentrating
medical student teaching within “teaching” hospitals and the
resulting injustices arising from SIFTR are explored. It is proposed
that in order to improve medical education some academic staff
concentrate on teaching rather than research, that their performance
indicators are similarly related and that SIFTR is abolished and the
money distributed more equitably.
Waiting for General Surgery: A Question of Priorities
Authors: West R.R. , Frankel S.J. , Roberts R.E.
Published: September 2004

A study comprising both questionnaire and interview of patients
waiting for general surgery revealed that the majority of patients
suffer from relatively few clinical conditions, that more than
three‐quarters had been on the in‐patient list for over a year and that
they suffered significant pain while waiting. Patients added to long
lists with initially non‐serious (non‐life‐threatening) conditions may
be overlooked, yet their clinical and associated social conditions may
deteriorate. Since treatment for these conditions is generally
effective, many patients would benefit from more organised queue
management and earlier surgery.
Problems of Prioritisation and Our Duty to Care
Authors: Bull Adrian R.
Published: September 2004

Limited resources must be invested wisely. Society′s humanitarian
duty to care must be satisfied as well as the economic imperative to use
resources rationally. This cannot properly be achieved by reduction of
all considerations to a single number which represents a ratio of health
gain to resource cost.
Medical Technology Assessment as an Administrative Instrument: Can it be Useful for Decision Support on a Local Basis?
Authors: Brommels M.
Published: September 2004

The broad perspective and synthetic approach of technology
assessment raises the question whether the technology assessment model
can be utilised for practical decision support. The idea is tested in
the environment of local care decision making. Technology
assessment‐like management instruments for assisting goal formulation,
enhancement of organisational efficiency and quality assurance are
presented.
Trial and Audit: A Confusion of Aims and Method
Authors: Bull Adrian
Published: September 2004

Clinical audit is the analysis of whether a predetermined standard of care is achieved over a given period of time. Evaluation of methods of care is an analysis of the benefits that might be expected to accrue from a particular method of treatment by statistical analysis of observations made on sample populations. The two activities have very different aims and approaches; they should not be confused.
Internal Markets: Are They Really the Panacea for Health Care Provision? An Antipodean View
Authors: Young Ian
Published: September 2004

Disquiet has been expressed in a number of countries regarding the
cost of health care provision. The UK and New Zealand have extensively
reviewed funding mechanisms including the application of an
“internal market” as advocated by Enthoven. Currently there
is active disillusionment in some administrative circles in the USA due
to burgeoning increases in health spending, to the extent that a
universal health service has even been considered. The applicability of
an “internal market” is questioned and various consequences
that may result if this concept is implemented rigorously are reviewed.
Hospital Out‐patient Visits: The Patient′s Experience
Authors: Downes Anthony , Lownds Angela , Goldman Mark
Published: September 2004

A questionnaire concerning their out‐patient consultation was
completed by 372 patients attending 17 different clinics over a two‐day
period at East Birmingham Hospital. The majority were satisfied with
their consultations and felt better informed but many waited excessively
long periods and many could not give the name or status of the doctor
they had seen. The patients identified the hospital doctor as being more
knowledgeable and, therefore, preferable for follow‐up care when
compared to their general practitioner. Because of this, they were
prepared to be inconvenienced to achieve hospital follow‐up.
The NHS Review and the Funding of Teaching Hospitals
Authors: Sheldon T.A.
Published: September 2004

The NHS review has implications for the funding of teaching
hospitals and the relationship between them and the medical schools. The
ring‐fencing of the Service Increment for Teaching and Research (SIFTR)
and the need to develop contractual relationships for the provision of
service facilities for teaching and research means that more information
is needed on the nature and distribution of the service costs of these
activities. The article describes research which informed the process of
allocating SIFTR in a large teaching district. A methodology for
developing rational SIFTR contracts is described and the implications
for the future of medical education and research discussed. The local
distribution of SIFTR must be well managed if teaching and research are
not to suffer as a result of the financial pressures generated by the
NHS review.
Making the Best Use of Nursing Skills: Managers and Clinicians in Partnership
Authors: Salvage Jane
Published: September 2004

The issue of workforce planning in nursing is explored. The problem
of nurse shortages and how this might be met are addressed. The concept
of skill mix in nursing is discussed and the ramifications clarified. It
is noted that the most effective means of dealing with workforce
planning is not by applying complex systems designed by others but by
involving the staff themselves in solving the problem. The importance of
making nursing staff feel valued is stressed. A case study outlining the
development of quality cycles in an elderly persons′ unit is described.
Patient Satisfaction with the Accessibility of a Group Practice
Authors: Nagle J. , McMahon K. , Barbour M. , Sayed‐Farshi Z. , Allen D.
Published: September 2004

Five aspects of accessibility were examined in a large urban group
practice: going to the surgery, telephone contact, making appointments,
home visits and recommendations for improvements. Randomly selected
patients, numbering 101, from the practice register returned a similar
postal questionnaire. The study revealed that it is relatively easy to
use this approach to get useful information for practice management.
Shaping Doctors to Organisations or Organisations to Doctors?
Authors: Dearden Bob
Published: September 2004

The issue of doctors in management in the NHS is discussed and a
model showing how these two key groups can work together most
effectively and deal with potential conflict is offered. Four medical
management styles, three management styles and three medical managerial
structures are identified. When integrated into a matrix the best
combinations of structure, medical and management styles can be
identified. It is noted that there are only seven combinations that are
likely to prove effective and that these should be taken into account
when designing organisation structure in the NHS.
Self‐governance and Cultural Change in NHS Hospitals
Authors: Dreachslin Janice L. , Zernott Marjorie , Fenwick Len , Wright Peter , Canning Bernard
Published: September 2004

Fundamental hospital management reforms, enacted in 1990, focus on
competition for National Health Service (NHS) contracts between public
and private hospitals and the option of self‐governing trust status for
NHS hospitals. The need to challenge the status quo in the NHS is
discussed. Initiatives leading to self‐governance are reviewed. The
Freeman Hospital′s model for the cultural change which is prerequisite
to self‐governance is presented. The Freeman Hospital, Newcastle upon
Tyne, a national pilot site selected by the NHS Management Executive to
develop new management systems and practices, is among the first
self‐governing hospital trusts in the NHS.
Perceived Autonomy and Work Satisfaction amongst Psychiatrists in the NHS
Authors: Schulz R. , Girard C. , Harrison S.R. , Sims A.C.P.
Published: September 2004

Findings from a 1987 survey of work satisfaction among 193
consultants and junior doctors in psychiatry in Yorkshire are reported.
While nearly two‐thirds of doctors report they are generally satisfied,
a substantial number of consultants and junior doctors are dissatisfied
with their resources, status and autonomy, and professional
relationships. Regression analysis suggests that controlling for
psychiatrists′ personal and professional characteristics and variables
related to district management are important in explaining differences
in perceived clinical autonomy and work satisfaction among
psychiatrists. Opportunities for district management to help improve
psychiatrist satisfaction are proposed, and the relevance of the recent
White Paper Working for Patients is examined.
Leadership Skills Applied to Market Research for Health Care
Authors: Hayden Virginia
Published: September 2004

Market research is now being conducted by managers and health care
professionals within the NHS. Very little of this research to date has
been qualitative, although qualitative techniques would be most
appropriate to investigate the perceptions of patients, and to compare
perceptions of patients with those of service providers. Interest in
qualitative methods is increasing and with it a need to train
professionals and managers to use them. There exists little guidance in
the literature on exactly how to conduct qualitative interviews,
narration, group discussions and panels within health care. An
interaction guide adapted from a management training product is being
used by the author as a framework for conducting research and to train
others to do so. It teaches interactive skills for effective leadership.
A parallel is drawn between leadership exhibited by managers and
leadership for moderators and interviewers. This framework is
recommended for qualitative research in other sectors besides health
care.
How Market‐oriented is Your Service?
Authors: Hayden Virginia
Published: September 2004

Describes how a marketing orientation can enable health care
organizations to plan the service provision most likely to meet consumer
need and to be both effective and efficient. The author offers a model
to explain the different approaches that organizations may choose to
take to manage the market and explains why a market orientation is the
most appropriate approach whether or not the organization is concerned
with financial profit.
Assessing the Effectiveness of Quality Assurance
Authors: Carr‐Hill R. , Dalley G.
Published: September 2004

Traces the origins of the fashion for quality assurance and
discusses the requisites of a quality assurance strategy. On the basis
of a Department of Health funded study in England and Wales in 1989,
draws attention to the wide range of activities which have been swept
into the Quality Assurance net, the striking differences between the
factors cited as constraining or facilitating the development of quality
assurance, and the abysmal lack of data on cost of resources or to any
systematic monitoring and evaluation. Suggests that the
purchaser‐provider split may have worsened the situation.
The New Contract and Relationships in General Practice
Authors: Myerson Sybil
Published: September 2004

Describes relationships in general practice and the manner in which
these have changed since the implementation of the new contract in 1990
– based on the perceptions of 20 urban general practitioners
revealed by an open‐ended, unstructured interview approach aiming to
uncover the doctors′ points of view rather than to reflect the
assumptions of the investigator. Focuses on the doctor‐patient
interaction; the problem of communication with the Family Health Service
Authority; the effect of the contract on the ancillary staff
relationships with the doctor and the patientss the effect on
partnerships and finally, the impact of the new contract requirements on
the general practitioner′s family life and personal relationships.
Suggests that relationships in general practice have become more
difficult since the implementation of the new contract.