bluuebunny/crossref_metadata_2025 huggingface dataset:
Reasons for the Renewed Popularity of Autonomous Work
Groups
Authors: Schuring Roel
Published: September 2004

Until recently, only relatively few Northern European companies had
organized their operations by use of autonomous work groups, although
the first literature on this subject stems from the 1950s. Yet this
seems to be changing. From recent publications and the author′s
experience it appears that the diffusion of autonomous work groups is
increasing relatively suddenly. A survey among eight cases in six
companies (two Dutch, four Swedish) shows that recent changes in the
marketplace and in available technology are the main reasons why this
increase has taken place and why, according to the companies, this is
the very moment to start using autonomous work groups. On the one hand
these changes enable the companies to introduce autonomous work groups,
while on the other these changes force companies to do so.
Knowledge and Material Flow in Future Industrial Networks
Authors: Karlsson Christer
Published: September 2004

An analysis of the strategies and structures of original equipment
manufacturer (OEM) firms, consisting mainly of automobile firms but also
including manufacturers of white goods and grey goods. The study has
been going on for the last ten years and included perceived strategies
on the management of technology. Concludes that networks are developed
as a major operating unit and are taking over as the managed unit from
the firms themselves. Globalization is a major trend where all kinds of
activities are allocated due to competences, prices, etc. on each
location. The firms and the networks which they are operating in are
building hierarchies of technology for best use of technical competence
globally. Other such hierarchical levels of technical competences are
being built between competitors in what are called “strategic
alliances, strategic bridging” and other concepts. The OEM firm
itself is concentrating on developing its competence in system
integration technology concerning the final product in question.
Competences in developing and building such optimally integrated final
products are focused while special technologies going into this system
are procured from different outside sources.
Market Orientedness of Improvement Programmes in
Manufacturing: Results from Field Study Research
Authors: Draaijer D.J.
Published: September 2004

Details how to formulate improvement programmes within
manufacturing, what is current practice within several companies, and
how appropriate current practice is. Presents a model of the
manufacturing system together with a morphological representation of the
system. Uses this model to assess the configuration of the manufacturing
systems of ten companies (divided into three groups) and the efforts
they put into improving the performance of the system. Compares these
efforts, or action programmes, with the order winning criteria and the
internal performance criteria in each group. It appears that the order
winning criteria and the improvement programmes are often in line.
However observations suggest that the action programmes are not the
result of a conscious manufacturing strategy formulation and
implementation so we can speak of a strategic neglect. Distinguishes
some trends in managing manufacturing which result in an incremental
improvement of the performance of manufacturing systems: more quality
control process awareness; the decentralization of quality control and
planning processes while trying integratively to design a consistent
manufacturing system; and the creation of work cells throughout the
plant.
Organizing for Manufacturing Innovation: The Case of
Flexible Manufacturing Systems
Authors: Boer Harry , Krabbendam Koos
Published: September 2004

Reports research which aimed to find the organizational conditions
required for companies considering innovating their operating core by
adopting any advanced manufacturing technology, and implementing and
operating this technology effectively. Describes a model of the
organization of manufacturing innovation which was used in longitudinal
case studies of the adoption, implementation and early operation of
flexible manufacturing systems (FMS), to analyse these processes and to
find the conditions affecting their level of success. It appears that
the activities, innovation roles, organizational arrangements and slack
resources which are required according to the model determine most of
the success of the innovation process. Concludes that the model
contributes to our understanding of how to organize and manage complex
processes such as manufacturing innovation.
Management of Uncertainty in AMT Implementation: The Case
of FMS
Authors: Lindberg Per
Published: September 2004

Asks how implementation management affects implementation
uncertainty, adaptation cycles and performance. Assesses retrospective
case studies of three Swedish FMS implementation processes. The cases
represent technically similar systems, but with different project
characteristics and degrees of success. Reports the study of timing and
source of latent uncertainty variables, where uncertainties are regarded
as being caused by misalignments in technology, organization, management
and strategy. Also studies the timing and nature of adaptation cycles.
Implementing Integrating Technologies: Developing
Managerial Integration for CAD/CAM
Authors: Twigg David , Voss Christopher A. , Winch Graham M.
Published: September 2004

Companies are increasingly adopting technologies that can promote
integration between functions and tasks. The implementation of these
technologies has largely concerned the tasks of installation and the
technical integration of the system. However, insufficient attention
appears to have been directed towards organizational and managerial
integration issues. Argues, based on empirical data from 15 UK
engineering companies, that effective implementation of integrating
technology requires a better understanding of issues concerning the
integration of functions/tasks involved. Focuses on the issues and
problems concerning managers involved with improving
engineering/production integration, and proposes alternative
organizational and technical mechanisms for implementing such
integration. Reviews these mechanisms by reference to the engineering
case companies.
The Role of Management in Production Units with Autonomous
Work Groups
Authors: Rubenowitz Sigvard
Published: September 2004

Claims that the most important demands on managers in
sociotechnical organized systems with more or less autonomous work
groups are generally that they must have a basic trust in their
subordinates and their capacity and development potential, that they
must be able to set goals for the activities within the groups and let
the group members be responsible for the fulfilment of the production
target and thus give up exercising a detailed control over the job
procedure, and that they must realize the necessity to provide the group
members with all kinds of basic data which are needed for the decision
making within the group. At the transition from a traditional to a
group‐based organization, the manager must display a real commitment as
change agent during the whole implementation period.
Reflective Production in the Final Assembly of Motor
Vehicles – An Emerging Swedish Challenge
Authors: Ellegärd Kajsa , Jonsson Dan , Engström Tomas , Johansson Mats I. , Medbo Lars , Johansson Bertil
Published: September 2004

Presents some theoretical principles and empirical evidence
relating to the new Swedish production systems for final assembly of
motor vehicles. Contends that in these production systems it is possible
simultaneously to enhance efficiency and quality of working life.
Briefly sketches three production forms as they apply to the final
assembly of automobiles and discusses the societal environments in which
these different forms of production have evolved. Focuses on Volvo′s
Swedish Uddevalla plant as one of the main examples so far of a
reflective production system for final assembly of automobiles.
Amplifies the analysis of different production flow patterns for final
assembly and in particular addresses the issue of semi‐parallel
mechanistic production flow and parallel organic production flow as
alternatives to serial flow on a conventional line assembly.
Preconditions for Long Cycle Time Assembly and Its
Management – Some Findings
Authors: Engström Tomas , Medbo Lars
Published: September 2004

Reports results from research collaboration between university and
industry from the last six years (1985‐91) intensive work on the
development of the radically new production concepts in use today in
Volvo Car Corporation′s Uddevalla plant. Important breakthroughs in
knowledge have been realized, including a product description adapted to
assembly, new material supply systems and layouts for final assembly.
This product description allowed performance to be determined for
alternative production concepts. It is also a basic precondition for
maintaining a logic in how the material is displayed and assembly work
described, and is therefore formalized, principally through material
supply systems, information systems and final assembly layouts.
Emphasizes that efficient long cycle assembly work and flexible
manufacturing assume both completely new preconditions on the shopfloor
and a new management form. Makes clear, however, that these
pre‐conditions demand a basically untraditional way of reasoning.
Investment Justification of Flexible Manufacturing
Technologies: Inferences from Field Research
Authors: Slagmulder Regine , Bruggeman Werner
Published: September 2004

The literature offers a variety of different views on the
investment decision process for flexible manufacturing technologies, but
there seems to be no consensus about what are really the key
characteristics of the decision‐making process which guarantee
successful advanced manufacturing technology projects. Describes and
analyses the investment decision process for a set of investment
projects, based on field research conducted in six manufacturing
companies, and reveals some of these critical determinants.
Demand Management and Production Control in Process
Industries
Authors: Fransoo Jan C.
Published: September 2004

In a changing and more dynamic market of the 1980s, available
mathematical programming algorithms on which production planning in
process industries was based did not provide the required
responsiveness. Although it is suggested in the literature that a
variable cycle times policy will enable the system to react to
short‐term demand fluctuations, proposes the use of a fixed cycle times
policy. Presents simulation results which show a considerable
improvement in service level at a high level of utilization. Presents a
three‐tiered hierarchical model which is based on this fixed cycle times
policy, which gives insight into the influence that the demand manager
has upon the results in the production department. On the other hand, it
also reflects the commercial interests. Suggests that for both
departments which are this strongly intertwined, a common reference is
necessary to improve the general results of the business.
Flying Prototypes: Production Departments′ Direct
Interaction with External Customers
Authors: Sander Kristensen Preben
Published: September 2004

Reports on research in the Danish food industry which has developed
a pattern of product development interaction where rich information
passes directly between the production department and the external
customer. The transformation from customer preferences into engineering
characteristics and vice versa was not experienced as a major barrier to
cross‐functional communication. To a great extent, food producers
exchange information both intra‐firm and inter‐firm as embedded in
flying prototypes, i.e. in a tangible medium used for the exclusive
purpose of exchanging information, thus replacing the parties′
respective jargons with a third language. Suggests that implication may
be that companies can attract lead customers by offering this kind of
direct interaction with production departments.
Suppliers Asset Base – Appreciating or Depreciating?
Authors: Kolay M.K.
Published: September 2004

Presents an approach for assessing the overall performance index
(i.e. the relative value) of the suppliers asset base of an
organization. Four sets of end‐result variables, for example the total
service level (i.e. service level and its reliability), the total
quality level (i.e. quality and reliability), the after‐sales service
level and the effective price level have been considered to reflect a
supplier′s performance. Appropriate surrogate measures for assessing
these variables have been suggested. The performance level of a supplier
has been judged in relation to the nature of the item, its importance,
criticality, situational context in which the supply has been made and
the proportional volume of the total requirements supplied by that
supplier. This is expressed as an overall performance index for the
supplier. A study has been carried out in a small‐scale engineering unit
to assess the relative value of its suppliers asset base for a five‐year
period relative to the base period. The suppliers asset base has been
found to be appreciating over the years reflecting the effectiveness of
managing it.
Medical Expert Systems: An Overview
Authors: Persidis Aris , Persidis Andreas
Published: September 2004

Today′s doctors require decision support aids to help them cope
with the management of increasing amounts of medical information
(records, research advances, new drugs), make appropriate choices and
even to substitute in an expert′s absence. Such aids exist in the form
of medical expert systems, which are complex computer programs that
emulate clinical reasoning. Expert systems consist of a knowledge base
in which doctors expertise is encoded and an “inference
engine” which manipulates that knowledge. A number of successful
diagnostic, management and combined systems are in use but these are a
small fraction of the total available. Preventing wider usage are
difficulties in evaluation as well as in response time. Significant
improvements in resource management can be obtained by the deployment of
medical expert systems, so they are predicted to influence profoundly
the future of health care in general practice and hospitals alike.
Hours of Work of Junior Hospital Doctors: Is There a Solution?
Authors: McKee Martin , Black Nick
Published: September 2004

Proposed changes in medical staffing levels and pressure for
reduced hours of work by junior doctors have focused attention on
out‐of‐hours work by junior doctors in the United Kingdom. Junior
doctors are on average on duty for over 90 hours per week, and
preregistration house officers typically spend almost 70 hours per week
actually working. There has been a decline in contracted hours for
junior doctors during the 1980s, but an increase in the number of hours
on duty and, in the cases of paediatrics and general surgery, an
increase in the number of hours worked. Current policy is for expansion
in consultant numbers and reduction in junior staff. Critics argue that
the planned expansion of consultant posts is inadequate and the absence
of registrars in some specialties is dangerous. Previous attempts to
reduce the number of hours on duty had little success: suggested
solutions have not been implemented widely. One possible solution may be
reducing and reallocating out‐of‐hours work. It has been suggested that
many of the current tasks undertaken by junior hospital doctors could be
performed by non‐medical staff. A thorough examination of the tasks
actually undertaken by junior hospital doctors outside normal working
hours is required.
Where Are the Medical Managers?
Authors: Mark Annabelle
Published: September 2004

This article discusses the attempts by the National Health Service
(NHS) to develop medical managers, following the introduction of general
management in 1983. It suggests that problems have arisen because, so
far, it has been organisational considerations and not those of
individual career paths which have informed these developments. It is
suggested that this new approach could lead to the development of the
NHS as a learning organisation within the context of the original policy
objectives.
Alternative Approaches to Health Care
Authors: Smith Iain J.
Published: September 2004

This article explores alternative medicine choices within the
context of the purchaser/provider separation. The changes that draw
attention to the desires of patients may require managers to rethink
their contracting process. The problems relating to alternative medicine
choice are discussed and include the resistance of the medical
profession, the lack of hard scientific evidence of benefit, the
acceptability of some alternative medicine practices, the perceived
acceptance of alternative medicine, should it become an integral
component of service provision and the issue of management control. The
response to alternative medicine in other European countries is briefly
mentioned.
Involving Health Professionals in Management: A Transatlantic Comparison
Authors: Farebrother Martin , Asbridge Jonathan , Miles Christine , Patterson Linda
Published: September 2004

Initiatives for greater involvement of health care professionals,
particularly consultants, in health care management in North America and
the United Kingdom are compared. Although the historical backgrounds are
different, there are similarities both with the problems and the
solutions, and these are discussed.
A Cost‐Benefit Appraisal of Casting Materials in Trauma Management
Authors: Leathem Belinda , Kernohan W. George , Mollan Rab
Published: September 2004

Since earliest history, splintage materials have been used for
immobilisation of injuries, especially fractures. The use of gypsum in
this domain dates from the eleventh century and remains in common usage
today. Lighter materials have been produced in an attempt to improve
performance. The authors examined 180 patients comprising 90 upper limb
and 90 lower limb with 30 in each of the three groups, traditional
gypsum; fibreglass; and new polypropylene. The gypsum cast remains the
cheapest at an average cost of £3.51 per patient compared to
£7.18 for fibreglass and £7.45 for polypropylene (upper
limb). However, the non‐cost advantages of the new product which were
identified may make this extra expense worthwhile in selected cases.
Joint Management in Community Care
Authors: Wistow Gerald , Hardy Brian
Published: September 2004

Government ministers have stressed that inter‐agency co‐ordination
will be crucial to the success of their community care proposals. Yet
the history of collaboration between health and local authorities has
been one of limited achievements. Notwithstanding this general record
there are a growing number of examples of apparently successful
co‐ordination; moreover, amongst these are projects involving joint
management, which is inter‐agency co‐ordination at its most complex.
This article reports on a detailed study of five such projects, across a
range of client groups, undertaken on behalf of the Department of
Health. We found that the essence of such schemes is their fragility and
vulnerability to a range of organisational pressures. We concluded that
these pressures are sufficient to threaten the survival of newly
established projects unless managers address certain key imperatives
which we outline here.
Health Systems Reform in Europe: The Romanian Experience
Authors: Rathwell Tom
Published: September 2004

Health care has not been immune to the political and social changes
taking place across Central and Eastern Europe. The search for a new
paradigm for health services has persuaded many of the countries that a
mixed economy and/or market‐oriented health care system may be better
able to respond to the wide‐ranging demands and pressures arising from
the changes. This article describes the current situation of health care
in Romania as it endeavours to shift from a highly centralised system to
a more decentralised network based on primary health care.
The NHS Reforms: How to Avoid the Counter‐reformation
Authors: Bush Michael
Published: September 2004

Explores the issues of health gain and the importance of rigorous
assessment of existing services in terms of true health gain before
instituting change. Notes that much health gain has already been
achieved and that this must be recognized before overzealous and
enthusiastic action is instituted to create untested change. Health gain
has not arison de novo from the latest reforms but may be being
used as a means of justifying rationing. The key problem is that what is
technically possible exceeds what is economically affordable. The only
way of tackling the enormity of the existing problem is to address the
agenda in a co‐ordinated fashion and to avoid prejudicing positive
change through a process of rigorous assessment.
Taking Counselling Seriously: An Option for Doctors in Management? An Essential for Doctors in Management?
Authors: Jones Helen , Connor Mary , Bennett John
Published: September 2004

Outlines the philosophy, concepts and structure of a course in
counselling for consultants. The participants on the first course were
introduced to counselling whilst on a management course and had asked
for further training. They found the skills useful in enabling their own
personal development; in working with their patients; in supporting
their colleagues and in career advice to junior staff. Evaluation
indicates the high value placed by participants on this course.
General Practitioners′ Views about Health Care Quality
Authors: Leese Brenda , Kind Paul , Cameron Ian , Carpenter Jennie
Published: September 2004

A postal questionnaire was successfully used to determine general
practitioner views about the quality of the health care services
available to their patients. In the case of hospital services, 75 of the
112 respondents (67 per cent) chose orthopaedics and 52 (46 per cent)
chose ophthalmology as services in need of improvement. Other
hospital‐based services, chosen by at least ten general practitioners,
were gynaecology, gastroenterology/endoscopy, medicine for the elderly,
radiology/ultrasound, psychiatry and physiotherapy. Only 74 general
practitioners chose community services, with health visiting being
chosen by 25 respondents, district nursing by 24, physiotherapy by 20
and chiropody by 18, as being in need of improvement. The survey was
intended to provide a basis for a dialogue between clinicians, managers
and general practitioners, about how the quality of services could be
improved and how they might be developed in the future.
Improving University Executive Programmes
Authors: Verlander Edward G.
Published: September 2004

How to make university‐based executive programmes more effective by
making certain design and delivery changes is discussed. It is argued
that the programmes can be made more effective by being more practical,
learner centred and developmental. Three areas are focused on: programme
design, the training, development and role of the faculty, and the role
of the sponsoring companies. These changes are governed by principles
and practices of adult learning that are used as core strategies in the
programmes to develop general managers who will be able to lead the
modern information‐based organisation.
The Improved Nominal Group Technique (INGT)
Authors: Fox William M.
Published: September 2004

Nominal Group Technique (NGT) minimises many problems associated
with conventional interactive group problem solving; however, its verbal
inputting feature is unnecessarily limiting. By utilising cards, the
Improved Nominal Group Technique (INGT) assures contributor anonymity,
adds productive pre‐meeting activity and removes NGT′s
inputting‐transcribing bottleneck. INGT is appropriate for identifying
and evaluating options, positions or problems, solving a problem, and
for reviewing and refining written proposals or other documents.
Beware of your Stakeholders
Authors: Post Frank G.M.
Published: September 2004

As a result of its “stakeholder” approach, human
resource development strategies were developed and successfully
implemented to serve a most important stakeholder group – the
employees – by an international computer corporation. Information
about the company and its history is presented, the stakeholder concept
chosen is described, including all the human resource strategies and a
model to show how these are integrated, and an evaluation is given based
on the organisation′s experiences to date.
Trainings that Demystify Strategic Decision‐making
Processes
Authors: Dunbar Roger L.M. , Stumpf Stephen A.
Published: September 2004

It is argued that training programmes about strategic decision
making tend to take an analytic approach. In doing so, they simply
overlook the surprises and chaos that often characterises strategic
discussions; they imply they are not important. Yet it is this
discussion process itself that may be most in need of managing. Several
behavioural simulations now existing are described which provide a
structured context wherein participants can get insights into how
executives reach agreements about strategy.
The Practice of Training: A Matter of Perspective
Authors: Bell Chip R. , Margolis Fredric H.
Published: September 2004

Training, it is claimed, has many meanings. Through examining its
goals, its special interpretations are best appreciated. Training with
different goals is referred to as different types of training, divided
into administrative, professional‐technical, mechanical‐technical and
interpersonal. These are defined, the elements of training programmes in
each type set out, and the relationship between what is arguably an
essential prerequisite for trainers – the needs analysis –
and the types of training presented.
The Business School′s Impact on US Competitiveness
Authors: Armenakis Achilles A. , Don Flowers J. , Burdg Henry B. , Kuerten Kimberly M. , McCord Sammy O. , Arnold H. David
Published: September 2004

A nation′s capacity to compete in international markets is influenced by a number of factors including R&D expenditures, radical innovation, productivity, machine tool production and patents. The United States′ declining capacity to dominate selected markets is related to reductions in these factors. Although one can argue that, in general, the managerial practices of business executives are responsible for that decline, a number of more specific causes are isolated. It is argued that the quickest solution to the competitiveness situation is through proactive business extension programmes.
Business Ethics: Practical Proposals
Authors: McDonald Gael M. , Zepp Raymond A.
Published: September 2004

While most people agree that the inculcation of ethical awareness
is desirable, the means of stimulating this awareness vary among
companies, industries and cultures. The fundamental question surrounding
the difference between social responsibility and ethics is addressed.
Guidelines for establishing ethical priorities from both the individual,
group and organisational perspectives are provided.
The Management of Learning Grid for Management Development Revisited
Authors: Bernard Keys J.
Published: September 2004

The author′s three‐part model for the design of effective management development programmes is updated and used to introduce the other contributions appearing in this special issue of theJournal of Management Development
The Potential Role of Popular Business Books in Management
Development Programmes
Authors: Newstrom John W. , Pierce Jon L.
Published: September 2004

Numerous business books have become popular (in terms of sales in
the US) in the 1980s. Assuming that there is value in them for
organisational managers, one issue to be addressed is how management
development programmes can best incorporate these materials. The pros
and cons of reading popular business books are summarised, a series of
alternative pedagogical designs and the underlying assumptions they must
adapt to are presented, a set of contingency factors for differentiating
among the designs is proposed, and a set of operational suggestions to
guide the use of these books is offered. A rough typology for
classifying business books is suggested and guidelines are provided for
discussion of the books.
The Lecture and Discussion Method for Management Education:
Pros and Cons
Authors: Griffin Ricky W. , Cashin William E.
Published: September 2004

The lecture method for management education is discussed. The
nature of the method is presented, strengths and weaknesses are
summarised, and recommendations for enhancing the effectiveness of
lectures through discussion are presented.
A Review of Educational Technology for Management
Development
Authors: Wells Robert A.
Published: September 2004

Some of the strengths and weaknesses of using microcomputers, video
(disc and tape) and teleconferencing (which may combine with other
technologies even when distance is a factor) in business education are
explored. It is argued that computers and interactive video appear to be
among the most effective methods for learning and that one of their
drawbacks – cost – is coming down.
Casing the Case Approach in Management Development
Authors: Osigweh Chimezie A.B.
Published: September 2004

The use of cases to develop management skills is generally known as the “case approach”. This approach is reviewed from an historical perspective and its utility in management development is examined. It is concluded that it is not a management training panacea regardless of its numerous appeals; that its effective use places a major set of requirements on the instructor; that there is still a general paucity of well‐designed studies on the merits or demerits of the approach, and finally, that a wide range of instructor roles and pedagogic techniques or practices exist for implementing it.
Business Gaming: Current Usage Levels
Authors: Faria A.J.
Published: September 2004

The growth and usage of business games in management training
programmes and university business courses are examined. It is concluded
that usage is quite high in both, and those unfamiliar with this
instructional method are encouraged to find out what simulation gaming
is about.
Competency‐based Management Education
Authors: Albanese Robert
Published: September 2004

Information that might be helpful to those who are considering the
desirability of teaching competency‐based management education (CBME) is
presented. The underlying assumptions of CBME are identified, its
emergence is placed in a broader educational context, three major views
of managerial competencies are discussed and several practical CBME
implementation issues are raised.
A Cross‐cultural Comparison of Managerial Styles
Authors: Evans W.A. , Hau K.C. , Sculli D.
Published: September 2004

This article examines how cultural values influence managerial styles. Differences between Western and Asian cultures are discussed. Managerial practices in companies in Hong Kong that are run by both local Chinese and by Western management are discussed, and compared with American and Japanese style of management. The relative importance of cultural values and the level of industrialisation in the society is considered, and the influence of the level of technology on management style, with particular reference to changes that have taken place in management of Hong Kong enterprises as they have developed, is also discussed. The general conclusion appears to be that the management style is a function of the level of industrialisation, but is tempered by cultural characteristics.
Teamwork in the City
Authors: Ryan Mark
Published: September 2004

The City is currently going through a number of changes, the
heavily publicised ones such as the Big Bang, Black Monday and the
technological revolution, and perhaps more quietly, the increasing
acceptance that the development of effective managerial competence is a
vital requirement for success. This article provides a practical
description of a management development intervention and shows what can
be done in a short time to improve teamwork.
How Useful is Career Planning for Today′s Managers?
Authors: Pringle Judith K. , Gold Una O'C.
Published: September 2004

The utility of career planning for managers is evaluated. The
current activities and beliefs of practising managers are drawn on. The
results of a study of 50 women and men managers support other empirical
findings and point to the absence of career planning and future plans in
managers′ lives. This is contrary to the advice given to women managers,
in particular, which advocates the importance of career planning in
career advancement. Implications drawn for management development
suggest that career planning is not useful as a broad strategy for
advancement, is a misnomer, and may lead managers into following plans
rather than developing the flexibility to take opportunities.
University Degrees for Sale – The Buckingham
Experience
Authors: Lethbridge David
Published: September 2004

There have been two major new developments in British education and
this article reviews the origins and progress to date of both the
University of Buckingham and the International Management Centre from
Buckingham. The former is a fee‐paying independent university which
offers honours degree programmes completed in two calendar years making
use of the traditional long summer vacation. The International
Management Centres (formerly the International Management Centre from
Buckingham), like the University, is clearly not a creature of the
state. Its origin can be traced back to some dissatisfaction with the
state system. It was felt by some individuals that there was a need in
the marketplace for a different type of business school with a new
approach to management education, based on the principles of
“action learning”.
Financial Services Training “The Westpac
Experience”
Authors: Huey R.J.
Published: September 2004

The Westpac Group is heavily involved in the financial services
industry, and in 1988 the total number of employees was in excess of
46,500. Although the industry is very much a people business, the recent
advances in technology have cushioned the growth of staff numbers, while
business volume has increased significantly. In this context, it could
well be expected that Westpac could have to invest considerable sums in
training. The article outlines the company′s approach and examines
issues on the funding and organisation of employee training and
development.
Problems and Prospects of Management Development of Female
Employees in Japan
Authors: Adachi Kazuhiko
Published: September 2004

In spite of the increasing number of female employees in Japan, the
managerial training and opportunities they are offered is limited.
Despite the Equal Opportunity Law of 1984 few real changes have taken
place to improve the career prospects of women employees. The realities
of the training available and the problems of the current system are
discussed, as well as the attitudes of male and female employees. It is
demonstrated that there is still discrimination against female employees
that prevents them pursuing their careers. Management development
programmes exist but are limited and many women are forced to train
outside Japan, notably in the USA; women are still expected to leave
employment upon marriage; and, in practice, jobs are still categorised
as male and female types of employment with wages set accordingly. These
problems need to be overcome if Japanese companies are to compete
effectively with foreign‐based companies.
Educating Japanese Leaders for a Global Age: The Role of
the International Education Center
Authors: Ibe Masanobu , Sato Noriko
Published: September 2004

The historical background to the establishment of the International
Education Center (IEC) is given and its philosophy and educational goals
are discussed. The main aim of the IEC is to train Japanese students to
develop international communication skills that will ultimately benefit
Japan as a nation in an era of increasing internationalisation and
globalisation.
Japanese Managers – Western Workers: Cross‐cultural
Training and Development Issues
Authors: Crump Larry
Published: September 2004

Key concepts influencing Japanese business practices are examined.
These include amae, hitonami, haji, and ringi. The major
cross‐cultural training and development issues are discussed and problem
areas highlighted where there can be vast differences in the approach of
a Japanese manager from that of a Western manager in the same situation.
Problem areas and training needs are identified, particularly in
communication skills, so that Japanese managers can be better equipped
for dealing with Western‐based organisations.
Overcoming Resistance to Management Development
Authors: Culley Henry C.
Published: September 2004

The difficulty of getting busy executives to focus their attention
during management and executive development programmes is discussed. The
experience of programmes conducted at the New York Stock Exchange (NYSE)
from 1986 to 1988 is built on. A set of behaviours and attitudes is
identified which blocks and creates resistance to learning in programme
sessions. To deal with these attitudes and behaviours, a general
principle can be useful in programme design: a development programme has
to provide a level of stimulation and learning equal to or greater than
the experience one is getting in the workplace or from work. Analysis of
programme evaluations and follow‐up discussion with participants reveal
that three factors can be used to overcome resistance to management
development and significantly influence overall programme performance,
and these are described and discussed.
Executive Development as a Competitive Weapon
Authors: Ulrich David
Published: September 2004

It is demonstrated how businesses can use executive development to
gain competitors′ advantage. Specific choices and practices used by
executives to help make this happen are identified.
Graduating from the School of Hard Knocks
Authors: Snell Robin
Published: September 2004

Research suggests that learning at work involves needless
psychological distress among managers. It is proposed that management
educators make it a priority to equip managers to adopt better learning
practices. A picture of learning practices at work that promise to be
“emotionally better” has been assembled and presented. There
is more than a hint of reservation in the conclusion.
Work Experiences that Stretch Managers′ Capacities for
Strategic Thinking
Authors: Stumpf Stephen A.
Published: September 2004

Thinking and acting strategically have been identified as essential
skills for managing organisations in the twenty‐first century. The rapid
rate of technological change, the increasingly complex nature of
organisations, and the greater number of environmental uncertainties are
some of the reasons cited for this need. Research suggests that
strategic thinking encompasses six skills that are critical to
managerial effectiveness at senior levels in organisations –
knowing the business and markets, managing subunit rivalry, finding and
overcoming threats, staying on strategy, being an entrepreneurial force,
and accommodating adversity. Obstacles to the development of these
skills, and work experiences which stretch managers′ capacities for
strategic thinking, are discussed.
Management Training and its Contribution to Economic Recovery in Africa
Authors: Schellekens Leo
Published: September 2004

Africa′s economic decline over the period since most countries became independent is discussed, and suggestions are offered to make the African management institutions more client‐oriented, such as offering more accessible courses to potential trainees. Existing institutions and their philosophies are described.
The Assessment Centre is Not Dead! How to Keep it Alive and
Well
Authors: Appelbaum Steven H. , Kay Frank , Shapiro Barbara T.
Published: September 2004

The advantages of using assessment centre methods for employee
appraisal at various organisational levels are described, with a
detailed explanation of the background to the method. Centres still need
further development, and some pointers are given to help in this
direction.
Research Article: The Impact of an MBA Programme on
Managerial Abilities
Authors: Boyatzis Richard E. , Renio Case Anne
Published: September 2004

Despite the growing concerns about the impact of graduate
management education, few studies have documented their effect on a
student′s managerial abilities. An outcome assessment study was
conducted on entering and graduating students in an MBA programme. A
value‐added, crosssectional design was used with proper random sampling.
Graduates of the MBA programme were found to have significantly greater
levels of six skills, as compared to entering students. The results
indicate that attending an MBA adds value on a number of abilities
related to effective managerial performance. The lack of impact on
interpersonal and leadership abilities was consistent with frequently
cited criticisms of MBA programmes.
Is There Still a Chairman of the Board?
Authors: Armstrong Pat
Published: September 2004

The position of women in the 1970s, when a Royal Commission investigated women′s status, is compared with that of women in the 1980s. The two major factors considered when explanations were offered for the small number of women in management positions, i.e. people and structures, are examined. The strategies designed to increase the numbers of women in management have had a very limited impact. It is argued that fundamental structural changes are required in order to remove the barriers that limit women′s participation in management and men′s participation in family life.
Can Organisations Respond to the Role Overload in
Dual‐Earner Families?
Authors: Falkenberg Loren , Monachello Mary
Published: September 2004

The interaction of work and household responsibilities in
dual‐career families is described. If married, the woman manager almost
always faces the traditional demands placed on women by husband and
family. The notion of “role overload” is developed but it is
stressed that this need not mean that a woman′s productivity on the job
suffers. Organisations need to recognise that women′s work patterns
differ from men′s and should evaluate quality of work, not necessarily
the number of hours on the job. By understanding the demands women face
and by providing women the flexibility needed to deal with them, both
the quality of working life for women and their contributions to the
firm can be enhanced.
Should Women Managers Have to Act like Men?
Authors: Korabik Karen , Ayman Roya
Published: September 2004

Although getting along with people is just as important to being a
good manager as being able to get the job done, according to the current
stereotype the ideal manager is task‐oriented rather than
person‐oriented. Here the importance of feminine qualities and
interpersonal skills for managerial effectiveness are discussed.
Interviews with 30 women managers illustrate the fact that women can
approach management with a “masculine” (task‐oriented),
“feminine” (people‐oriented), or an
“androgynous” style which combines the two. The androgynous
style is the one most likely to be successful.
Change from Within: The Case of Canadian National
Authors: Mikalachki Alexander , Mikalachki Dorothy
Published: September 2004

Given the right combination of people and pressures, change can
happen, and quickly too. How a company, faced with a legal order to
implement an affirmative action programme, implemented change in every
unit of the company is described. With strong support from the CEO and a
capable and insightful equity officer, the percentage of women at
Canadian National, a transportation and communications conglomerate,
rose from 6.7 per cent in 1984 to 9.7 per cent in 1986, breaking a long
tradition of male intransigence at every level of the company.
Meeting the Needs of Women Managers: The UNB Training
Programme
Authors: Fitzgerald Patricia A.
Published: September 2004

A brief overview is offered of a new executive development
programme for women, sponsored by the Canadian Federal Government and
developed and operated at the University of New Brunswick. The programme
is unique in many respects, most particularly since it allows on‐the‐job
practice and feedback over a ten month period. Special efforts have also
been made to provide for the skills most needed by women and to help
women establish networks and close peer relationships. While the
programme is still being tested and validated, it appears to have got
off to a strong start.
Who Needs Training: Women or Organisations?
Authors: Reavley Martha
Published: September 2004

The need for special training programmes for women in management is
discussed. Traditionally, the assumption has been that, in order for
women to succeed in the firm, they require special educational and
development opportunities. Prior to undertaking such initiatives, it is
suggested that organisations examine the philosophy underlying the
demand for special training programmes which focus on assisting women in
overcoming “sex‐related deficiencies”.
A New, Competency‐based, On‐the‐job Programme for
Developing Professional Excellence in Engineering
Authors: Cobb Jeremy , Gibbs John
Published: September 2004

Increasingly, on‐the‐job experiences are being recognised as the
most significant source for learning how to perform complex jobs. To
accelerate the development of engineers worldwide and to counter the
lengthier and less predictable results of “business as
usual,” Mobile Oil has taken a systematic, focused approach to
on‐the‐job development. Particular attention is given to foreign
locations where there is strong emphasis on indigenisation and transfer
of technology. A unique competency approach has been used to benchmark
outstanding performance in engineering jobs and provide a common
language for development discussions. The development process emphasises
challenging assignments and supervisory coaching. The programme consists
of a recurring cycle of systematic assessments of engineers; feedback
and development discussions between engineers and their supervisors;
development plans integrated with work unit objectives; and a resource
guide that provides development options. Key organisational issues of
implementation are described. Features which characterise successful
programmes are identified and analysed.
Colleagues, Managers, Customers and Competitors –
Keys to Development
Authors: Margerison Charles
Published: September 2004

Four key areas of management development are considered as
opportunities for improving performance. These involve the study of
colleagues, managers, customers and competitors in a systematic way.
Much can be learnt by observing and recording what others do and this
knowledge can be applied in the observer′s own work. Case examples are
given to demonstrate the approach.
Management Development for an Organisation in Transition
Authors: McKenna John F. , Yeider Richard A.
Published: September 2004

A case analysis of an organisational development intervention
designed to reduce the reliance of the case organisation′s management on
an “administrative system”. The intervention process
followed a modified action‐research model and clearly met its original
change objective.
A Proposed Programme for Developing Managers
Authors: Barton Cunningham J.
Published: September 2004

A perspective on the age old question “How do we train and
educate managers?” is provided. The central assumptions underlying
most management education and development are at odds with the findings
of many studies of management. Programmes for education should teach
skills and techniques which relate to: (1) functions and activities to
be performed, and (2) the needs and assumptions of specific groups of
managers. The need for this proposal is based on the findings of two
managerial studies.