bluuebunny/crossref_metadata_2025 huggingface dataset:
TECs and the Training of People with Disabilities: Threats and Opportunities
Authors: Johnson Steve
Published: May 2006

Considers the implications for the training of people with
disabilities of the shift towards a new system for the delivery of
publicly funded training schemes, based upon Training and Enterprise
Councils (TECs). People with disabilities face a number of barriers to
labour market participation, which may be partly overcome through the
provision of appropriate training. The TEC initiative, in principle, creates a framework within which such schemes can be tailored to
meet local needs. However, the way that the TECs have been set up and
funded in practice has a number of features which might militate
against such developments: TEC strategies are dominated by employer
interests, with relatively little involvement by voluntary organizations
or representatives of people with disabilities; the output‐related
funding system implies an incentive to downgrade provision for those who
have a lower probability of obtaining jobs or qualifications as a result
of training – the evidence suggests that people with disabilities
generally fall into this group; the mechanisms by which the obligations
of TECs towards people with disabilities are monitored are relatively
weak. Concludes by suggesting that the chances of a person with a
disability receiving appropriate training may in future depend upon the
TEC area in which s/he lives. This scenario should be avoided at all
costs.
Widening Participation in Higher Education and People with Disabilities
Authors: Hurst Alan
Published: May 2006

Illustrates the way in which, within the current debate about
widening the participation rates of under‐represented groups in higher
education, the situation of people with disabilities has tended to be
overlooked by commenting in detail on three recent policy documents.
Also interprets these to suggest how their recommendations might offer
improved opportunities to this disadvantaged group: finance is
identified as a major obstacle whether funding individual students and
funding the institutions where they study. Discusses the current methods
of providing money, outlining the shortcomings of the allowances made to
students and indicating the costs to an institution of developing
quality provision using the case study of a polytechnic. Suggests how
widening the participation of people with disabilities might be
accomplished.
Disability and Employment
Authors: Barnes Colin
Published: May 2006

Focuses on institutional discrimination in employment and explains
why anti‐discrimination legislation is the most likely solution. Defines
institutional discrimination against disabled people, then provides
substantive quantitative evidence of institutional discrimination in
employment. Examines the main factors which cause that discrimination,
and finally evaluates government policies relating to disabled people’s
employment.
European Support for People with Disabilities
Authors: Moreton Terry
Published: May 2006

Examines the financial provisions of the European Social Fund (ESF)
for people with disabilities, in the United Kingdom. Provides some
quantification of funds provided for the period 1990‐1992 and explains
how these funds are administered and distributed. Begins with an
examination of the employment and unemployment profiles of people with
disabilities in the United Kingdom and concludes with an assessment of
the ultimate effect of these expenditures on the employment prospects of
people with disabilities.
Changing Management Approaches to Employee Relations in Ireland
Authors: Gunnigle Patrick
Published: May 2006

Numerous management commentators have suggested that the 1980s have
witnessed considerable change in employee relations at establishment
level in Irish organizations. However, much of this analysis has been
quite vague on the precise nature of such change. Employee relations
management in Ireland has traditionally been associated with a strong
collectivist, industrial relations emphasis. Attempts to evaluate the
extent of change in management approaches to employee relations in the
1980s. In particular looks at issues such as developments in employment
structure, flexibility and changing patterns of industrial conflict.
Also considers the emergence of Human Resource Management (HRM)
approaches in the Irish context.
Strike Action in a Self‐managed Enterprise: The Ravne Iron Works – A Case Study
Authors: Kavcic Bogdan , Cibron Andreja
Published: May 2006

A detailed account is given of a strike during December 1987 in a
number of production and support units of the Ravne Iron Works, located
in Slovenia, and run under workers′ self‐management, according to the
laws in force at that time. The phenomenon of the strike is initially
examined in the context of the official political and legal refusal to
recognize its existence. A discussion then follows on how, within the
then national model of workers′ self‐management, strikers were acting
against their own agents (management) and against their own economic and
political interests. A scrutiny of management′s role shows how its
response frequently was to concede strikers′ demands, for reasons of
avoiding official attention and opprobrium. The strike thus acquired a
reputation for being antisocial, unacknowledged, yet effective. Finally,
the strike events are analysed in respect of the economic, sociological,
political and epidemiological models of strikes: elements of all four
models are identified.
Part‐time Employees: Workers Whose Time has Come?
Authors: Dickens Linda
Published: May 2006

Part‐time workers (a quarter of all employees in Britain) are one
section of the “atypical” workforce singled out for
attention by the EC Commission. Examines directives on atypical workers
issued as part of the Social Charter′s Social Action Programme. Assesses
the likelihood of directives′ provisions being adopted. Discusses the
decisions of the European Court of Justice, which may have a profound
impact on part‐time work, whether or not the directives are adopted, and
outlines developments in employer and union policy on part‐time workers.
The Myth of Post‐Fordist Management: Work Organization and Employee Discretion in Seven Countries
Authors: Boreham Paul
Published: May 2006

Presents data from recent research examining work organization in
seven countries. Addresses the question of whether the contemporary
workplace is characterized by management practices which might be termed
post‐Fordist, involving an extension of employee discretion and
autonomy, or whether traditional practices of direct hierarchical
control are more in evidence. Data suggests that the latter practices
are more likely to prevail in all of the countries examined despite
assertions in the literature that new, more flexible work arrangements
are transforming the old methods of production. Concludes with an
evaluation of the opportunities which exist for the empowerment of trade
union members at the workplace level under these circumstances.
Stress and Construction Site Managers: Issues for Europe 1992
Authors: Davidson Marilyn J. , Sutherland Valerie J.
Published: May 2006

Reports research by interview and questionnaire survey designed to
identify major sources of stress among site managers, to examine their
physical and psychological well‐being, and to identify high risk groups
and predictors of stressor outcomes. A high level of anxiety was found,
independent of grade; this was predicted by role insecurity, work
overload and other extrinsic factors (particularly travel). Identifies
lack of management training in this industry as contributing to these
stresses. Recommends stress audits and stress management workshops.
Why Public Sector Workers Join Unions: An Attitude Survey of Workers in the Health Service and Local Government
Authors: Kerr Allan
Published: May 2006

Reports a nationwide questionnaire survey of health service and
local government union and non‐union workers in the same workplace
carried out by NUPE to investigate what factors are influential in the
choice to join or not to join a union. Results suggest financial
benefits are not an incentive and show that stewards play a pivotal role
in recruitment.
The Determinants of Trade Union Growth in Zambia since Independence
Authors: Turner Thomas
Published: May 2006

Explanations of union growth and decline are generally linked to
trends in the business cycle which are reflected primarily in prices,
wages and unemployment – an example of this approach is the Bain
and Elsheikh model – explanations not entirely appropriate in a
country with a developing economy and one‐party state like Zambia. Finds
political factors to be a more influential and more comprehensive
explanation of union growth but the relationship between state and trade
unions is set to change as a result of recent political changes in
Zambia. Suggests effect on trade unions and membership levels will be
considerable.
The International Transferability of Japanese Management Strategies: An Australian Perspective
Authors: Bamber Greg J. , Shadur Mark A. , Howell Faith
Published: May 2006

Discusses feasibility, desirability and value of Japanese
management strategies in a Western context. Major Japanese companies are
at the leading edge in refining management strategies, techniques and
styles, for example, with regard to having a long‐term perspective and
the continuous improvement of quality, stock control, skill formation,
communications, training and employee development. As possible models
can these approaches be transferred to different cultures?
Hotel and Catering Industry Employees′ Attitudes towards Trade Unions
Authors: Macaulay Ian R. , Wood Roy C.
Published: May 2006

Reports and analyses the findings of recent research undertaken in
five Scottish centres to assess hotel and catering workers′ attitudes to
trade unions. Initially, reviews the reasons advanced in explaining low
union density in the hotel and catering industry. These explanations
formed the basis to the research project which are reported. The
research fieldwork comprised interviews with hotel and catering workers
in a variety of establishments across a range of industry sub‐sectors.
Contrary to what would have been expected from a review of previous
research, Scottish hotel and catering workers demonstrated positive
views of trade unions and a high level of interest in union membership.
In the light of such views, gives consideration to the reasons why hotel
and catering workers remain largely non‐unionized in terms of employer
hostility to trade unions and employee doubts about the potential for
union success in the industry.
AIDS and Employment: Diagnosis and Prognosis
Authors: Adam‐Smith Derek , Goss David , Sinclair Adele , Rees Gary , Meudell Karen
Published: May 2006

The issue of AIDS/HIV is currently a concern of many employing
organizations. Considers the contextual factors which surround AIDS as a
workplace issue in terms of legislation, state policy, and trade union
and employer positions. This is followed by an analysis of current UK
corporate AIDS policies. Identifies two approaches to policy
formulation: definsive and humanistic. The former regards AIDS/HIV
largely in instrumental terms whereas the latter frames the issue as one
of social justice and responsibility. Considers the implications of each
position and explores the prospects for future research and practice.
Chinese Workers′ Attitudes towards Compensation Practices in the People′s Republic of China
Authors: Hau‐siu Chow Irene
Published: May 2006

Examines the compensation method used in state‐owned enterprises in
the People′s Republic of China. A questionnaire survey of 504 workers′
attitudes towards compensation practices regarding wages, bonuses,
pensions, unemployment compensation and other incentives was conducted.
Research results revealed that there was strong agreement among
respondents for the ranking of the different forms of compensation
practices. The respondents preferred a performance‐based compensation
system as opposed to an egalitarian system. These results give some
insight into designing a compensation package and the direction for
economic reforms in enterprises.
The Long and Winding Road: Tracking Employee Involvement at Brown′s Woven Carpets
Authors: Ackers Peter , Marchington Mick , Wilkinson Adrian , Goodman John
Published: May 2006

British industrial relations has changed greatly over the past decade. A central development has been management′s sponsorship of new, direct forms of employee involvement (EI) such as team briefing, quality circles and profit sharing. In many larger manufacturing firms new schemes now co‐exist with traditional union‐centred collective bargaining structures. In 1988Employee RelationsVol. 10 No. 6 reported on a quality circle programme and a range of other EI initiatives at Brown′s Woven Carpets. Here returns to Brown′s several years on, as part of a wider, Department of Employment funded research project on “New Developments in Employee Involvement” carried out at Manchester School of Management, UMIST. The Brown′s case illustrates how employee participation develops in successive “waves” – a major theme of the larger study. The firm has now entered a period of consolidation. No new schemes have been introduced, but the early 1980s initiatives have gained a stable if not dominant place in company industrial relations; while the emphasis has moved on from a “reactive” to a more “proactive” usage of EI.
Human Resource Management in France
Authors: Brunstein Ingrid
Published: May 2006

In France, no other specialist business function is so predominantly marked by culture as HRM. In France, Cartesian patterns of analytical thinking, the passion for anti‐authoritarian individualism, and the reduction of disorder through legislation and bureaucracy influence the company′s sociocultural environments, in particular through the education system, the status of executives, and the role of trade unionism. Emphasis is put on the concept of ubiquity in HRM; it is at the intersection of all the other corporate functions and its role is shared with the line managers at the technical, relational and strategic level. Future perspectives, like the introduction of new technologies, may impose a new ethical dimension for HRM against the “gospel of efficiency”.
Human Resource Management in Denmark
Authors: Bévort Frans , Storm Pedersen John , Sundbo Jon
Published: May 2006

Describes some characteristics of Danish human resource management
and analyses recent trends that point towards future practices and HRM
concepts. Presents a theoretical framework in which the HRM of the 1990s
can be understood, based on empirical research in a number of Danish
companies from 1989 to 1991. Concludes that Danish firms are gradually
changing their HRM outlook, from one dominated by the fascination of new
technologies combined with a traditional cost‐conscious economic
strategy to a new techno‐human paradigm of HRM and work organization.
Outlines a number of challenges that HRM specialists will face in the
1990s, within the framework of a new techno‐human paradigm.
Human Resource Management in a Unified Germany
Authors: Wächter Harmut , Stengelhofen Theo
Published: May 2006

From a comparative viewpoint, German personnel management can be
seen as a configuration shaped by a specific form of
“corporatism”, worker participation, and the educational
system (particularly the apprenticeship tradition). Although challenges
from new technology and internationalization have prompted new concepts
and negotiation patterns, the approach to personnel management in
Germany has not changed drastically. This is reflected in a reluctance
to accept, or translate, the label of “human resource
management”. The historically unique constellation of a rapid
integration of a previously separate and potentially hostile state (the
GDR) into the Federal Republic has brought about new strategies and
procedures of co‐operation between employers, unions, and state
agencies. They also follow, however, the lines of German traditions and
institutions.
Human Resource Management in Greece
Authors: Papalexandris Nancy
Published: May 2006

HRM in Greece is in a state of rapid development, as well as
fundamental change. With the end of 1992, and the Single European Market
approaching, larger firms are upgrading their personnel practices, and
personnel managers currently enjoy an increasingly high status. More
sophistication is being added to recruitment and selection methods;
training is being offered to a considerable number of employees;
employee relations are improving and moving towards a stage of consensus
and co‐operation. Meanwhile, smaller companies, realizing the importance
of HRM, are turning to consultancy firms for advice. Efforts are also
being made in the public sector to introduce measures for improving
productivity and employee morale. The overall picture appears very
favourable for an increase in the significance of HRM in Greece and for
the strengthening of its practice.
Human Resource Management in The Netherlands
Authors: Sorge Arndt
Published: May 2006

Outlines briefly the history and progression of business systems in
The Netherlands. Describes how human resources are produced and
cultivated, in particular through the Dutch education system, and
assesses its effectiveness. Looks at the integration of human resources
in the work organization, pinpointing particular experiments which have
been carried out. Outlines various shifts in emphasis from the post
Second World War period in Dutch industry and human resource concepts.
Concludes that the changes in industrial work organization and human
resource management are in line with traditional Dutch ideals and are
becoming increasingly effective.
Trade Unions and Productivity: Issues, Evidence and Prospects
Authors: Nolan Peter
Published: May 2006

Trade unions have featured prominently in explanations of Britain′s
relative industrial decline. Indeed, for at least a century, unions and
their members have been accused of damaging productivity, increasing
labour costs and destroying jobs. These claims are evaluated to see
whether they are the product of systematic research evidence or mere
prejudice. Focusing on the unions‐productivity link, looks at the most
recent research evidence for Britain, situates it in a theoretical
context, including recent American controversies, and then discusses the
consequences of diminishing union membership and influence for the
structure, performance and future prospects of the British economy.
“Employee Child Care” – or Services for Children, Carers and Employers
Authors: Moss Peter
Published: May 2006

Considers the concept of “employee child care” and
argues that it is problematic for a number of reasons. An alternative
approach is advocated, based on an integrated, coherent and
multi‐functional system of early childhood care and education services
for all children and their carers, which does not treat children of
employed parents in isolation from other children; examples of this
broad approach are given. In conclusion, argues that an opportunity has
been wasted to review services in the context of a wider consideration
of policies to promote the reconciliation of parental employment and
caring for children and of the role of employers with respect to
reconciliation. Instead, a decontextualized advocacy of “employee
child care” has been able to develop, virtually unchallenged, in a
climate dominated by labour market concerns.
Industrial Relations Developments in NHS Trusts
Authors: Corby Susan
Published: May 2006

Looks at industrial relations developments in the “first
wave” of self‐governing trusts in the National Health Service. It
finds that many are departing from the NHS′s traditional industrial
relations model. There is a move from national to local bargaining and
the predominant pattern is single table bargaining, as opposed to
separate Whitley Councils for each functional group. In addition, to
simplify the complex traditional model, negotiations in many trusts will
be carried out effectively by representatives of only some of
the staff organizations with members in the trust. Moreover unitarist
exceptions to this still essentially pluralist pattern can be found in
trusts, with examples of no union recognition, a single union deal and
pay deals unilaterally determined by management.
Graduate Employment: Time to Activate Gender‐sensitivity?
Authors: Bowden Valmai
Published: May 2006

Traditionally recruiters of male graduates, private sector
organizations have been steadily increasing their intake of female
graduates in recent years. Investigating “women‐friendly”
recruitment and retention measures, this exploratory study sets out to
discover whether the prospects for graduate women were improving over
the whole working lifespan. Suggests that employers may have as yet
given insufficient attention to the long‐term implications of a rise in
the proportion of women in their graduate intake. A more
gender‐sensitive approach is called for to the monitoring, development
and long‐term management of graduates in order to secure a satisfactory
return on this valuable resource.
Human Resource Management in Britain
Authors: Berridge John
Published: May 2006

Traces the development of personnel management in Britain over four
distinct periods from the late nineteenth century onwards, and
identifies the economic, political, social and institutional forces in
the growth of the function. Builds up a detailed profile of the
personnel practitioner, covering demographic and remunerative data,
qualifications, time spending and status in the enterprise. Critically
discusses the role of the professional association and its occupational
models. Finally examines the conceptual and operational distinctions
between personnel management and human resource management in the
British context.
Human Resource Management in Ireland
Authors: Gunnigle Patrick
Published: May 2006

Considers the nature of Human Resource Management (HRM) in the
Republic of Ireland. Identifies four variants of HRM in Ireland:
“soft” HRM; neo‐pluralism; “hard” HRM; and
traditional industrial relations. Then considers key areas of HRM policy
choice and reviews alternative approaches to HRM practice in Irish
organizations. Analyses the role of the specialist HRM function in
Ireland using a HRM typology. Evaluates the evidence of change in HRM
practice with a particular focus on key dimensions of change such as
developments in employment forms and flexibility, the role of trade
unions and the emergence of proactive approaches to HRM at establishment
level.
Human Resource Management in Italy
Authors: Alessandro Sirianni Carlo
Published: May 2006

In recent years in Italy, as in the rest of Europe, new and
profound changes have occurred in both the economic and political world
as a whole. Such transformations in social and economic systems, typical
of societies in the phase of transition to industrially advanced
economies, have determined the need for the strategic and organization
reorientation of Italian companies. Explains the strategic role of human
resources in this new scenario, analysing some different models of HRM,
the context of industrial relations, the differences between small and
large companies in terms of HRM and the level of know‐how (technique and
management systems) achieved by personnel managers.
Human Resource Management in Spain
Authors: Flórez Saborido Ignacio , González Rendón Manuel , Alcaide Castro Manuel
Published: May 2006

A chronological perspective of Human Resource Management (HRM) in
Spain is adopted in order to offer a general overview of the evolution
of the personnel function in Spanish companies and to understand the
present situation of HRM in Spain. Covers five periods separately: (1)
HRM during the Franco regime (2) The economic crisis and political
transition (3) HRM during the 1980s: from the economic crisis to
economic recovery, and (4) HRM in today′s Spain. Finally, gives special
consideration to the impact of the Single European Market on HRM
practices in Spain.
HUMAN RESOURCE FOR LIBRARY AND INFORMATION SERVICES:
PROBLEMS AND PROSPECTS
Authors: Nawe Julita
Published: May 2006

Lack of consensus among those involved in the profession as
employers, trainers, or employees is highlighted as a major problem of
human resources in this field. Consensus regarding the cognitive and
skills contents matched against actual demands based on hard facts is
suggested as a major solution to the problems, be it at the level of
acquisition, utilization or retention of human resources.
IMPLICATIONS OF CD‐ROMS FOR REFERENCE SERVICES IN
UNIVERSITY LIBRARIES
Authors: Crellin Jane
Published: May 2006

Describes the advantages of CD‐ROMs over printed and online
sources: large storage capacity, relative cheapness and minimum
instruction required to undertake searches. They offer challenges as
well as new possibilities. Identifies five main criteria from the
literature which should be considered when introducing this technology
into reference libraries. The service must be marketed and publicity is
therefore essential. Equipment should be located near the reference desk
and some regulation of access is desirable. CD‐ROMs may be used with
little training, but some user instruction is necessary if efficient and
sophisticated searches are to be made. Staff training is vital and
skills should be continuously updated. CD‐ROMs have a strong bearing
upon collection development. Cost, currency and contents should be
considered when comparing their usefulness with other media. At present,
CDROMs offer the most efficient service when used in conjunction with
both printed and on‐line media.
STRATEGIC PLANNING IN LIBRARIES: AN ANALYSIS OF A
MANAGEMENT FUNCTION AND ITS APPLICATION TO LIBRARY AND INFORMATION WORK
Authors: Carr Stephen J.
Published: May 2006

Suggests that, in a rapidly changing environment, it is necessary
to monitor and adapt to those developments which influence managerial
decisions and operational procedures. Sees strategic planning as a
powerful management tool, which is a holistic approach encompassing not
only the intended mission of an organization, but also the human
resource planning and development necessary to fulfil that mission.
Analyses the application of strategic planning in the library and
information field, with particular reference to the special library,
although the ideology is relevant to all sectors. Presents two case
studies which highlight the areas of management reviews and the
marketing of library services.
QUALITY IN LIBRARY AND INFORMATION SERVICE: A REVIEW
Authors: Whitehall Tom
Published: May 2006

Reviews the literature on quality. Defines quality in management
terms, gives examples of the advantages of quality appraisal, and
describes how its assessment has been attempted by self‐evaluation,
surveys of user satisfaction, and failure analysis. Discusses examples
of how quality appraisal schemes have been set up from scratch, and of
approaches to quality standards setting. Gives, for four aspects of
library service, a detailed analysis of quality criteria and standards
and methods used in appraisal: enquiry answering, document provision,
computerized reference retrieval, and current awareness service.
DISTANT LIBRARIES: THE SUPPORT OF HIGHER EDUCATION STUDENTS
WHO STUDY OFF‐CAMPUS
Authors: Brophy Peter
Published: May 2006

Many higher education students now study off‐campus and may rarely
if ever visit their university′s main site and facilities. In Britain,
up to 50,000 students are believed to be following
“franchised” courses, usually based on a further education
college. Yet British academic libraries have developed few services to
support such modes of study. In other parts of the world, however,
off‐campus library services have been given a higher priority. Describes
the conclusions of a study tour to Canada and the USA, undertaken with
funding from the first MCB University Press Library Link Research and
Travel Bursary. Concludes with recommendations for the development of
appropriate services in Britain.
STAFF TRAINING IN LIBRARIES: THE IMPLICATIONS OF AUTOMATION
Authors: Connor Clare M.
Published: May 2006

Provides an overview of the implications of automation for staff
training in libraries. Discusses the reported effects of automation on
library personnel, and explains the significance of these for the
planning of training. Considers the roles of the training organizer and
the trainer. Outlines elements of the training programme, including
timing, location, resources, methods, costs, evaluation, staff
appraisal, and the need for continuity. Finally, raises considerations
for suitable management style.
Organizational Culture: The Key to Effective Leadership and
Organizational Development
Authors: Brown Andrew
Published: May 2006

Argues that organizations should be thought of as cultures rather
than machines, and that managing is as much a social as a technical
process. Suggests that effective leadership, and the successful design
of appropriate organization development programmes, are dependent on
executive understanding and sensitivity to organizational culture.
Describes Schein′s model of culture and illustrates each of its major
elements with examples drawn from the literature and the author′s own
experience. These examples demonstrate the importance and the power of
cultural approaches to understanding organizations in general and the
leadership function in particular. Demonstrates a new set of tools for
mobilizing commitment and enforcing control that can have important
performance implications, and which will be of value to the practising
manager.
The Impact of Leaders: Who They Are and What They Do
Authors: Cunningham Ian
Published: May 2006

Focuses on strategic leadership. Summarizes research on chief
executives and others over a five‐year period, which aimed to use the
analysis of language patterns as one way of understanding leaders.
Raises issues around abstract concepts such as “centring”
and “grounding” as they apply to leaders, and makes some
final points about learning to lead.
Creativity and Older Adults
Authors: Shearring H.A.
Published: May 2006

In times of rapid change, organizations need employees who combine
creativity with wide knowledge and experience. But many organizations
base their personnel policies on the myth that, in early adulthood, the
brain begins to decay and decline irreversibly – making age and
creativity incompatible. Many older adults internalize an equally
negative view of their own mental powers. Such ageist misconceptions
block off many older adults from work which they could perform
excellently. Examines the superseded research which supported this
pessimistic prognosis for older adults, together with recent work which
indicates that the human brain remains plastic throughout life. Outlines
an action plan for developing and maintaining lifelong creativity.
Describes the characteristics of intelligent failures since
creative behaviour entails risk taking and some inevitable failures.
Given opportunity and motivation, adults can master new subjects,
acquire new skills, learn to behave more creatively at any age.
Have We Misread the Psychology of Innovation? A Case Study
from Two NHS Hospitals
Authors: Sauer Juergen , Anderson Neil
Published: May 2006

Describes a research project using a qualitative research
methodology investigating innovation processes in two NHS hospitals.
Employs a multi‐perspective approach to examine the perception of
innovation processes by actors at different organizational levels,
whereas past innovation research has predominantly adopted a management
perspective of innovation by concentrating upon the views and opinions
of senior managers exclusively. Data collection methods include
semi‐structured interviews, participant observation over a two‐month
period, and document analysis; 26 interviews were conducted, transcribed
and their content analysed. Shows that the perception of the innovation
process differs very much across individuals. Illustrates two different
types of innovation – imposed and emergent – each displaying
substantively different developmental processes. Discusses the
implications of these findings from the perspective of the practising
manager and the applied psychologist conducting research into
organizational innovation and change processes.
Riding the Whirlwind into the Twenty‐first Century
Authors: Benton Peter , Lloyd Bruce
Published: May 2006

Argues, using extensive historical evidence, for the need to manage
the turbulent forces of organizational change to benefit from these
apparently unpredictable events, rather than get swept away by them.
Argues that the key to success is “Look outwards and add
value”.
Coping with Entrepreneurial Stress: A Nigerian Case Study
Authors: Akande Adebowale
Published: May 2006

Clarifies the confusions and inconsistencies in managing your own
business which is not an easy task, involving facing endless events of
emotional peaks and valleys. Based on interviews with 198 Nigerian‐based
business owners. Suggests that entrepreneurship brings not only fat
earnings and psychic satisfaction but also stress, and outlines ways of
managing stress when it becomes a health hazard.
New Skills for Workers
Authors: Sinclair John , Collins David
Published: May 2006

Critiques the visions of management gurus in comparison to the
measures which they offer to “deliver” them. Argues that
organization development requires a qualitatively different look at
workers and work going beyond behavioural prescription. Presents the
concept of the new skills mix supported by arguments that integrate and
develop more systematic analyses informed by frames of reference often
regarded as mutually exclusive – this leads to a critical
examination of proactivity and empowerment.
Total Quality Management: The Key Role of Leadership
Strategies
Authors: Darling John R.
Published: May 2006

Defines a leader in total quality management as a person who
inspires, by appropriate means, sufficient competence to influence a
group of individuals to become willing followers in the achievement of
organizational goals. Reports research identifying the keys of
successful leadership in quality management: (1) attention through
vision, (2) meaning through communication, (3) trust through
positioning, and (4) confidence through respect. Describes
characteristics of leaders in quality management: they have an agenda
and an unparalleled concern with outcomes; a mastery of communication;
they are predictable and make their positions known; they necessarily
have a positive self‐regard, and a commitment to bring out the best in
others.
Facilitating Learning in Groups
Authors: Casey David , Roberts Paul , Salaman Graeme
Published: May 2006

Provides a practical insight into the three separate steps needed
in the process of facilitating learning in small groups. Group
facilitators do three things: they take in what goes on around them and
inside themselves; they then make sense of it; finally, they intervene.
Practical guidance in how to do these three things is provided, with
theoretical back‐up.
The Durability Factor: A Systems Approach to Managerial
Endurance
Authors: Diamante Thomas , Giglio Leo A.
Published: May 2006

Argues that covert activity determines the durability of the
manager. Applying systems theory, dissects both organizations and
managers to determine what makes them effective over time. Paralleling
knowledge of organizational success with managerial success, uncovers
similarities which have direct implications for understanding business
effectiveness.
Theory Can Be Practical: How Managers Develop Their Skills
Authors: Barton Cunningham J.
Published: May 2006

Suggests that successful managers develop practical theories or
frameworks to guide their decision making and problem solving. Describes
how managers developed a framework for focusing performance appraisal,
training and career development opportunities in a long‐term care
hospital.
Common Intervention Strategies for Largescale Change
Authors: Joyce Covin Teresa
Published: May 2006

Reports results from an extensive survey of major American change programmes which revealed a set of clusters of interventions. Most typically, the change programmes involved combinations of intervention techniques. Team‐building, strategic planning, skill building and restructuring were the most common interventions. Success, however, appeared to depend on complex interactions amongst individual, organizational and change process variables.
Assessing Organizational Climate: Exploratory Results with
a New Diagnostic Model
Authors: Turnipseed David L. , Turnipseed Patricia H.
Published: May 2006

A model for assessing organizational climate has been developed,
based on socialization theory. Information was collected on the extent
of socialization and its intensity. Results from groups within two
different organizations – enlisted Air Force personnel and school
district teachers – were collected and analysed. The model shows
promise for revealing organizational characteristics and monitoring
change processes.
Management Guru Ideas and the 12 Secrets of their Success
Authors: Huczynski Andrzej A.
Published: May 2006

Summarizes part of the findings of the author′s research into the
popularity of management ideas. Taking a historical perspective, the six
families of popular management ideas of the last century –
bureaucracy, scientific management, classical management, human
relations, neo‐human relations and guru theory were identified.
Following an analysis of these ideas, 12 recurring features which are
found in the majority of them were discovered. These features were
labelled communicability, changeable human nature, individual focus,
control, steps and principles, universal application, applicability,
authorization, self‐confirmation, unitary perspective,
contribution‐ownership potential and leadership focus. Defines and
describes each characteristic briefly, and relates it to the action
which management consultants need to take if they are successfully to
influence managers to adopt their ideas and prescriptions.
What Leaders Say They Do: An Australian Example
Authors: Sarros James C.
Published: May 2006

Based on a nine‐month research project involving 32 executives in
both private and public sector organizations. Executives were
interviewed to determine their management and leadership styles, and how
they cope in a time of economic downturn. Reproduces here the spoken
responses and attitudes of some of these key executives. The full
interview transcripts, business strategies, and hints for business
success are published in The Executives: How to Lead, How to Manage, Lothian Books, Melbourne, Australia.
Entrepreneurial Organizations and Self‐evaluation: Learning to Improve Effectiveness through SEER
Authors: Murphy Jim
Published: May 2006

Aims to provide a theoretical basis for, and overview of, self‐evaluation as a beneficial practice. Discusses six issues: (1) types of entrepreneurial organizations and metaphors which may be used to think about them; (2) how self‐evaluation is usefully seen as a learning process; (3) common problems which trigger learning by organizations; (4)Self‐Evaluation and Effectiveness Review Model(SEER) as a proposed learning process; (5) how learning can help firms to overcome problems and improve members′ effective performance; and (6) the utility of the SEER concept in a world with variable national management cultures. Hopes to persuade an influential entrepreneur of the need to plan a process which will network members′ learning for the benefit of their organization.
A New Metaphor for Strategic Fit: All That Jazz
Authors: Neilson Alan
Published: May 2006

Outlines three metaphors which can be used to help understand the
strategy process. These are “the jigsaw puzzle”, “the
ice skater” and “the jazz band”. The suggestion is
that the first two suffer from a number of limitations which the third
attempts to address. The “jazz band” metaphor helps to
identify some of the features which might be expected to contribute to
effective strategic management. Draws out some pointers for managers are
drawn out from the discussion.
Who is a ″Good Manager″?
Authors: Lipshitz Raanan , Nevo Baruch
Published: May 2006

Examines the practical utility of research on managerial behaviour
and managerial effectiveness for training and development programmes.
Casts doubt on the relevance of models in the literature that tell
managers what they should do. Reviews studies of effective managers.
Concludes that the design of programmes in particular settings requires
a study of who is an effective manager in that setting; that the
concepts and methods available in the literature will be used; that such
research has potential use for programmes where training is a stepping
stone to change.
Importance‐Satisfaction Analysis: A Diagnostic Tool for
Organizational Change
Authors: Graf Lee A. , Hemmasi Masoud , Nielsen Warren
Published: May 2006

Develops and presents Importance‐Satisfaction Analysis as a simple
and highly pragmatic organizational diagnostic tool for both managers
and consultants. Specifically, the importance‐performance framework
presented in the marketing literature has been adapted for application
in the management of human resource by changing the model′s
external/strategic (the consumer and the product) orientation to an
internal/operational (the employee and the job) focus. Uses data from a
major national laboratory to illustrate step‐by‐step application of this
methodology. Discusses practical advantages of the framework and
implications for managers and consultants. Simplicity and ease of
application, adaptability to various data collection techniques
(questionnaires, interviews, group analysis, etc.), early identification
of areas requiring action, priority‐based resource allocation
implications, and modest cost are a few of the virtues of this
managerial/consulting tool.
Managing Change in the NHS: The Resource Management
Initiative
Authors: Brown Andrew D.
Published: May 2006

Examines some of the implementation issues accompanying the
introduction of a major change programme in the UK National Health
Service. The data for the case were collected from more than 200
semi‐structured interviews in one NHS region. The change programme
itself, called the Resource Management Initiative (RMI) involved various
forms of organizational change, – structural, technological and
cultural – making it an ideal subject for analysis. Examines each
major issue and gives brief consideration of the more general learning
points to emerge from the research. Proposes some general heuristics for
effecting large‐scale change in complex organizations.
Organizational Structures: Design in the Nineties
Authors: Zeffane Rachid
Published: May 2006

Reviews and discusses some major issues and controversies of the
early 1990s. Focuses on issues pertaining to organizational
restructuring and design in the face of emerging contemporary forces and
examines corporate responses to those forces. Examines, in particular,
the problem of choice of appropriate structures and the controversies
and implications relating to downsizing in the light of dominant
suggestions and various research findings from different platforms of
management thinking. Concludes with suggestions for organizational
success in these areas.
Organizational Climate
Authors: Al‐Shammari Minwir M.
Published: May 2006

Aims at differentiating organizational climate from other related
concepts of job satisfaction, corporate culture and leadership style.
Concludes that while these latter concepts were related to the concept
of organizational climate, they were not synonymous. Addresses several
theoretical and methodological differences between organizational
climate and these related terms.
Self‐managing Work Teams: An International Perspective
Authors: Salem Mahmoud A. , Banner David K.
Published: May 2006

Documents the utilization of the self‐managing work teams concept
throughout the world. Specifically, explores such utilization in
Australia, Canada, Japan, Sweden, the United Kingdom and the United
States of America. Also investigates the pioneering use of that concept
by the unions, e.g. the Communication Workers of America. Demonstrates
the value of this new concept in enhancing global competitiveness. Also
looks at the impact of the dominant cultural paradigm and its possible
effect on the success (or lack thereof) of this concept in the various
countries. Finally, suggests the need for further research to ensure an
increased understanding of the successful utilization of self‐managing
work teams throughout the world.
Differing Intervention Styles: An Assessment
Authors: Nielsen Warren R. , Frame Robert M. , Pate Larry E.
Published: May 2006

Organization training and development specialists have generally
viewed themselves as somewhere along a segmented continuum. At one end
were trainers in management development and at the other end were
organization development practitioners. In some cases, these two
development processes were integrated; however, more often than not,
those involved found themselves in somewhat different camps, each
operating in relative isolation. During the last decade, a relatively
new dimension generally known as “organizational
transformation” has been added to this continuum. The
“organizational transformation” process represents a
“new” phase of intervention styles because the underlying
logic of the process compels the trainer or consultant to utilize very
different paradigms regarding the global realities of organizations.
There is an evolving development continuum incorporating highly
compatible and indeed potentially synergistic MD‐OD‐TRANS processes.
Provides a preliminary framework for understanding the differences
between the three dimensions and proposes that all must be utilized and
integrated if the current and future needs of organizational
participants are to be met.
Coaching on Leadership
Authors: Popper Micha , Lipshitz Raanan
Published: May 2006

Coaching is a much‐discussed topic on which little has been written
at a thoeretical level. Relates coaching to Bandura′s theory of
sefefficacy and Schon′s work on developing reflective practitioners.
Claiming that enhancement of self‐efficacy (a sense of mastery in a
particular domain) is central to coaching, describes how self‐efficacy
is acquired in general, how it can be enhanced in coaching on
leadership, and what characterizes good coaches.
Preferred Leadership Style Differences: Perceptions of
Defence Industry Labour and Management
Authors: Lucas Paul R. , Messner Phillip E. , Ryan Charles W. , Sturm Gerald P.
Published: May 2006

Leadership approaches, or styles, practised by managers in free
societies over the last 100 years have shifted from highly directive, or
authoritarian, to more non‐directive, or participative. This study
surveyed labour and management of a defence industry computer software
company to compare management (n=35) and technical employee (n=143)
perceptions of preferred management style as measured by the Leader
Behaviour Descriptive Questionnaire (LBDQ) Form XII. Subjects were asked
to rate their ideal leader in response to the 100 items on the LBDQ.
Causal‐comparative data analysis was used to compute descriptive
statistics for each comparison group. Findings from the study suggest
there is an extraordinary unity of thinking between managers and
employees regarding those elements critical to effective leadership;
managers agreed to a significantly greater extent than employees that
the surveyed variables are critical to effective leadership; and
managers and employees agreed that the favoured leadership style is
“selling”, as defined by Hersey and Blanchard.
Cultural Diversity and Interpersonal Communication Skills:
A Study of Indian Managers
Authors: Vaught Bobby C. , Abraham Yohannan T.
Published: May 2006

Given the importance of interpersonal skills for both managerial
and organizational effectiveness in domestic as well as international
contexts, examines the relationship between communicative capability of
Indian managers and selected demographies and draws generalizations and
implications about the communicative capabilities of Indian managers.