bluuebunny/crossref_metadata_2025 huggingface dataset:
Solzhenitsyn's Challenge to Russia and the West
Authors: Willerton John P.
Published: May 2006

Operating out of a Slavophile tradition, Aleksandr Solzhenitsyn
offers a critique of both Soviet and Western societies that is
comprehensive and damning. A review of his writings reveals a profound
rejection of many core values and practices of Western civilization.
What is viewed as an aberrant Soviet experience is understood as but a
logical extension of developments in the West. Solzhenitsyn′s
prescription for an identified Soviet and Western moral bankruptcy draws
on past Russian Orthodox thinking and practices. Playing to Russian
collectivist and conservative instincts, he venerates an idyllic Russian
rural setting; but that setting has little relevance to contemporary
Soviet reality. Ironically, Solzhenitsyn′s strong reformist inclinations
are not unlike those of many reformers now championing change in a
post‐Soviet Russia. But his stated political and economic preferences
place him solidly in the ranks of contemporary Russian nationalist
extremists, making him a leading figure for those promoting a return to
earlier authoritarian Russian practices.
Vladimir Soloviev: Prophet of Modernity
Authors: O'Neil Daniel J.
Published: May 2006

Explores the relevance of the nineteenth century Russian
Christian‐mystical philosopher, Vladimir Soloviev, to the contemporary
world. Demonstrates that his thought proved a harbinger of many of the
concerns of the present. Breaking with the orthodoxies of the nineteenth
century, Soloviev explored such questions as ecumenicalism,
incarnational/ developmental mysticism, feminism, and social justice. He
advocated a reformed, flexible, aesthetically aware Christianity
unimagined by his contemporaries. Notes Soloviev′s relationship with
Western and Eastern traditionality and his strategy for the
reconciliation of the Catholic, Orthodox, and Protestant traditions. In
essence, argues for the significance of the contribution of Vladimir
Soloviev.
An “Economic Miracle” in Nicaragua … Is It Still Possible?
Authors: Rugina Anghel N.
Published: May 2006

In the spring of 1990 the whole world was watching what was
happening in Nicaragua. Free elections brought to a communist country a
change of the political regime without violence. Dona Violeta Barrios de
Chamorro was elected President and formed a new democratic government.
Old and new expectations were revived overnight. After enduring so many
privations and tribulations under a communist regime, the Nicaraguan
people thought that a new era of prosperity and freedom was at their
door. Two years later, in the spring of 1992, the economic and financial
situation of Nicaragua had not improved nearly enough to satisfy the
needs and the dreams of the Nicaraguan people. This Stabilization Plan
was sent on 6 April 1990 to Madame President Barrios de Chamorro but she
ignored it. Asks how long people can endure politicians who promise
liberation and prosperity and after they get into power they forget it.
How right was the British historian Lord Acton, who said: “Power
corrupts, absolute power corrupts absolutely”.
THE YOUNG MANAGER AS A SATELLITE CAMERA
Authors: Norburn David
Published: May 2006

An adaptation of the inaugural address to 1991‐92 postgraduates at
Imperial College, expounds the required skills of managers present and
future emphasizing that they should acquire the ability to scan with an
overview, as if from a helicopter. Britain′s insularity, which held good
in the post‐war years, is now seen as a very large drawback particularly
in relation to the growth of Japan and Germany as world economic powers.
States that Britain′s future in the marketplace depends on variability
and technologically literate managers.
GENDER: WHAT DOES THE RESEARCH TELL US?
Authors: Hammond Valerie
Published: May 2006

Reviews research on men and women in management and looks at the
differing standards expected. Most of the existing research has been
done in the USA but Europe and some parts of Asia are now taking on
these studies and research areas. Shows how women have a better
relationship as managers than men and that business and society can
benefit from the positive parts of gender difference on both sides.
THE DEVELOPMENT OF FIRST‐LINE MANAGERS AT ICI
Authors: Pearce Ian
Published: May 2006

Reports on ICI′s training and development of first‐line managers,
including the various processes and stages of thinking. Shows the
importance of first‐line managers and includes a three‐part model which
explains their role. Concludes that there is further motivation for
managers in pursuing individual development after the job is done.
A COMPARATIVE STUDY OF GENDER AND MANAGEMENT STYLE
Authors: Davidson Marilyn , Ferrario Margaret
Published: May 2006

An examination of styles of management with comparisons of 124
female and 95 male managers. Shows that there are two defined parts of
leadership behaviour. Investigates the findings of a Leader Behaviour
Questionnaire on management styles and shows the six major differences
between genders. Concludes that more research is needed to explore and
confirm the study results, which at present show that women, rather than
men, managers are more likely to exhibit an effective team management
style suited to today′s pace and style.
CAPITAL DEVELOPMENTS IN TRAINING RAPPORT
Authors: Bates Joan
Published: May 2006

Following on from the Government′s White Papers, discusses major
educational issues involving the London universities, polytechnics and
further education colleges. Examines these reforms and advantages are
seen to be many, including greater flexibility and co‐operation. London
University itself is faced with major change involving other polys or
colleges which may opt to join or go‐it‐alone. Great advantages for
students are proposed along with special all‐embracing degrees and
courses which could be sold to individual colleges. Shows many
advantages for London‐based students.
DOES MANAGEMENT DEVELOPMENT PRODUCE RESULTS?
Authors: Lennon Alan
Published: May 2006

Looks at the changes which have occurred following Northern
Ireland′s Training and Employment Agency (T&EA) launch. Discusses
the role of the administration manager, particularly with regard to
Northern Ireland′s 95 per cent of small businesses and the organization
and delivery of programmes, most of which come from outside agencies.
Makes the observation that a new type of training programme is required
and lists and discusses this. Concludes that the new programmes for
middle and junior managers to acquire qualifications are positive steps
forward in the small business area.
LEARNING MATERIALS DESIGN METHODOLOGY
Authors: Morrison Alistair
Published: May 2006

Skillchange instruction methodology (SIM), a new design approach,
is outlined. A systematic approach is obviously needed and this
development methodology shows how it can work in practice. SIM has three
phases: feasibility, training and the support phase. Provides guidelines
to ensure the materials remain current.
USING WHY, WHAT AND HOW TO HELP MANAGERS LEARN
Authors: Osterweil Carole
Published: May 2006

Line managers are very important cogs in the managerial wheel.
Discusses the Ashridge Developing Managerial Skills programme and
examines line managers′ attitudes to themselves and their work
objectives plus their needs and objectives. Shows the value of a
learning needs audit in aiding line managers to prioritize their
competences using how, what and why, as guides. Concludes that, though a
young programme, the design is a proven success and can only develop
into a stronger, better adolescent. Business schools can be a major help
in this by building links between educational experience and life in the
workplace.
HAVE MANAGERS CHANGED IN THE LAST TEN YEARS?
Authors: Mansfield Roger , Poole Michael
Published: May 2006

Change is the only certainty of the management function. Compares
the managers of 1980 with those of 1990 from the viewpoint of gender,
age, nature of employment, management salaries, managerial function and
size of employer.
AUDITING YOUR PERSONAL POWER
Authors: Drummond Helga
Published: May 2006

Power is generally regarded as the key to managerial achievement,
if only in enabling users to get things done. Posits powerlessness as a
major source of managerial inefficiency, resulting in wasted time,
needless conflict, stress, anger and frustration. Examines power and
explains how you can develop your power base.
STUDENT EXPECTATIONS ON THE OPEN BUSINESS SCHOOL′S MBA
Authors: Lewis Jenny
Published: May 2006

The Open Business School recently awarded its first MBAs from a
programme first launched in 1989. Over 4,000 part‐time MBA students are
now under its aegis, many of them senior managers. Discusses what
motivates them to take on this extra burden, its implications and their
aspirations.
ARE YOU IN THE RIGHT JOB?
Authors: Margerison Charles , McCann Dick
Published: May 2006

Good management practice assumes a capacity for accurate
self‐analysis in respect of one′s job and performance. Yet it is
surprising how long it takes some managers to acquire this. Provides two
models which have been tried and tested for this very purpose.
WILTSHIRE PRIORITIES IN WOMEN′S DEVELOPMENT
Authors: Lloyd Karen
Published: May 2006

Whilst most major management and training initiatives tend to focus
on natural regional centres or on large urban areas, Wiltshire TEC is
proactively working on women′s issues. Reports on the six leading
initiatives with regional providers and agencies in the county which are
attracting national interest, as outlined by Wiltshire TEC′s Director of
Operations, Jackie Seddon, to a gathering of female TEC board members.
HOW SECURE IS YOUR IT?
Authors: Garvin Karen
Published: May 2006

A recent survey has found that computing and IT are essential for
effective management, yet costly security breaches, losses and theft are
widespread. Urges corporate users to implement contingency plans in the
large number of cases where none at present exists.
WORKING WITH MEN: BIG BOYS DO CRY
Authors: Smith Nigel
Published: May 2006

Men are still cast as the macho breadwinners and women in a caring,
supportive role. This gender conditioning has become part of the company
culture and tends to perpetuate the stereotype. Seeks to re‐form this
conditioning and reinject the “softer” side of men, just as
in a different way female gender conditioning must also be re‐formed.
Concludes that equality of opportunity may be thus achieved, with equal
benefits for both men and women.
TSB AND THE MANAGEMENT DEVELOPMENT PROCESS
Authors: Turner Paul
Published: May 2006

The capacity of managers to perform in a constantly changing
environment is a critical factor in achieving competitive advantage.
Describes how the TSB Group Management College is addressing this
priority. Details how it intends to become the preferred supplier of
residential management education and development to the TSB Group, by
putting theory and practice into a unique TSB context, and achieve
business school and professional accreditation.
MANAGEMENT DEVELOPMENT IN BRITAIN AND JAPAN
Authors: Storey John
Published: May 2006

Describes research into management development in the UK and Japan.
Provides some interesting insights and discussion points.
Two‐hundred‐and‐thirty‐nine managers were interviewed in four pairs of
matching firms and the responses were analysed for national patterns and
contrasts.
FLYING HIGH WITH IT
Authors: Toomey Stephen
Published: May 2006

Provide a background to the management, the strategies and the
issues facing a charter airline. Explains how information technology
(IT) has helped British Caledonian Airways to be successful since it was
formed by the merger of the charter operations of British Airways and
British Caledonian in 1988.
MANAGING YOUR MOVERS, SHAKERS AND HIGH‐FLYERS
Authors: Margerison Charles
Published: May 2006

We live in the age of the high‐flyer – fast‐rising movers and
shakers destined to transform sluggish corporations into entrepreneurial
gems. The downside of such simple strategies is finding high‐flyers and
then controlling them. Offers words of advice.
THE MODERN MANAGER IN THE NORTH‐WEST
Authors: Varey Richard
Published: May 2006

The North‐West is one of the UK′s leading regional performers.
Examines the modern manager in the region, and raises the issues which
managers need to address there.
MANAGING ON THE ROAD
Authors: Taylor Keith
Published: May 2006

Managing in the transport and distribution sector involves
different functions including such areas as vehicle utilization,
routeing, depot networking and inventory control systems. Reviews the
Freight Transport Association′s work in management training and the
legislative issues which it had to address.
STEVE SHIRLEY ON MANAGEMENT
Authors: Forrest Andrew
Published: May 2006

An interview with one of the UK′s outstanding businesswomen. The
fact that she was unable to go to university made her achieve her goals
by different means from those attained by academic qualifications. The
formation of her company is her prime achievement, and the level of
professional management in her company is one of the reasons for its
success. The company spent £1m in 1991 on training in such areas
as assertiveness training for the salesforce and also a large amount of
management development. People are regarded as the major asset of the
company.
HOW LEARNING ORGANIZATIONS ARE CREATED
Authors: Jones Alan , Hendry Chris
Published: May 2006

With continuous learning being so essential to corporate wellbeing
in the future, the learning organization concept is seriously taking
root. Examines how learning organizations are created.
WHICH WAY BRITISH MANUFACTURING?
Authors: Lybrand Deloitte Coopers
Published: May 2006

According to most reports – recent in terms of recession and
over the last decade with reference to international competition –
British manufacturing is no story. Messages of gloom and doom persist.
But an authoritative and recently published report from Coopers &
Lybrand Deloitte, Made in the UK, suggests quite the reverse in
terms of performance – though manufacturing management can still
improve.
INDIVIDUAL DEVELOPMENT PLANS
Authors: Margerison Charles
Published: May 2006

Personal responsibility and choice is a key element of management
development. Looks at self‐development and management roles, and the
ways in which managers can learn to take on and adapt to various
situations. This means taking on a job and learning the wide range of
roles that go with that job.
THE MANAGEMENT OF TRAINING IN THE SMALLER FIRM
Authors: Vickerstaff Sarah
Published: May 2006

Training and management development in the smaller‐firm sector is
an often‐neglected area. Presents the findings and main conclusions from
research conducted at Canterbury Business School through in‐depth case
studies and postal questionnaires among 200 small firms in Kent.
MANAGEMENT DEVELOPMENT IS DEAD!
Authors: Wickens Peter
Published: May 2006

Management development as a separate, discrete area of activity in
training is no longer viable. Challenges the status quo but gives an
explanation of the need for companies to look at how they manage
themselves and devolve responsibility with reference to the author′s own
company.
MIDDLE MANAGEMENT’S PIVOTAL ROLE
Authors: Dopson Sue
Published: May 2006

The impact of structural change is being substantially felt in
middle management, with many commentators prepared to write off this
tier of management. Explores the changing role of the middle manager and
the implications for Human Resource Management. Drawing on two research
programmes argues against the general view and suggests middle
management is pivotal to HRM.
IT SKILLS TRAINING BECOMES NATIONAL ISSUE
Authors: Bonfield Peter
Published: May 2006

Highlights an address made at the launch of West London TEC′s IT
Skills Forum. Discusses ICL′s training policy and structure; advocates
an investment in skills for the future to beat the recession.
COUNSELLING AND ADVICE IN MANAGEMENT DEVELOPMENT
Authors: Margerison Charles
Published: May 2006

Gives advice on topics relevant to the techniques employed in
management counselling and consultancy. Shows that all managers can give
and receive useful input and the experience garnered can then be
usefully passed on to others. The receptiveness of managers to these
comments and advice is of great importance. Discusses various techniques
for hosting meetings and shows how other players can be important.
GETTING THE BEST FROM THE GREAT OUTDOORS
Authors: Yeadon Wendy
Published: May 2006

Argues that teamwork involved in such outdoor pursuits as rafting,
treasure hunts and abseiling, etc. can only strengthen and improve the
organizational health of companies – if used as a strategically
controlled training diet.
HELPING OTHERS COPE WITH PRESSURE AT WORK
Authors: Arroba Tanya , James Kim
Published: May 2006

The management of stress both at home and at work is vitally
important if employers are to get the best out of their workforce.
Focuses on a four‐stage mode for helping others handle pressure.
JE NE SAIS QUOI
Authors: Brace‐Gough Patricia
Published: May 2006

Compares the general malaise felt by a company that is not using
its people appropriately to a patient who is feeling “a bit below
par”. Explores this medical analogy and identifies a number of
remedies that can restore a company to the best of health.
DOES YOUR ORGANIZATION PASS THE STRATEGIC IQ TEST?
Authors: Orton Ann
Published: May 2006

The success of an organization could very well rest on the
implementation of appropriate strategies in all key areas. This could
affect financial performance, product development, service, etc. which
all determine the nature and direction of the organization. Many
companies fail the strategic IQ test because they do not implement a
clear strategic vision.
THE RISE OF THE CORPORATE BUSINESS SCHOOL
Authors: Margerison Charles
Published: May 2006

The quality of management, in ensuring the success of an
organization, can be greatly enhanced by the continuing training and
education of managers. One way of doing this is by setting up company
business schools, whereby managers can attend workshops on a wide range
of subjects, dealing with finance, marketing, human resources,
operations and strategy, and their attendance for perhaps one day a
fortnight for 18 months could lead to a qualification equivalent to a
Master of Business Administration degree.
MANAGEMENT CHALLENGES FOR SURVIVAL
Authors: Hunt Garry
Published: May 2006

The investment in information technology and the training of
personnel to use this effectively and knowledgeably, is paramount if a
company is to be successful in facing increasing and unrelenting
competition. Many chairmen and chief executives do not, and perhaps are
not willing or able to, understand the details or capabilities of
information technology, and consequently the advantages the systems can
bring to their business are perhaps lost on them.
IDENTIFYING THE DEVILS
Authors: Jonas Anthea
Published: May 2006

Assessment and appraisal of an organization′s employees should be
carried out by well‐trained and fully competent personnel and high
standards can be achieved by the implementation of awards, detailed in a
study of competence‐based approaches to critical analysis of factors in
play. Models of application standards are shown, and one award –
”Investing in People” – is detailed.
DEVELOPING THE MIDDLE MANAGER FOR GLOBALIZATION
Authors: Regan Mike
Published: May 2006

Looks at globalization in its broadest terms and in particular the
author′s experiences with Electrolux as it faced the challenge of moving
into the twenty‐first century. Examines in detail the company′s
progress, through acquisitions, from the 1960s to the present day. Shows
that the executive programme for middle managers aged 33‐43, is coming
to fruition in many ways. The programme is multinational and
multicultural. Electrolux intends to go on with the programme for the
forseeable future, following its success.
CREDITING MANAGEMENT COMPETENCE: RIGHT OR WRONG?
Authors: Paton Robert A. , Boddy David , MacDonald Sylvia
Published: May 2006

Summarizes the findings of a recently completed research project on
Competence in higher education at Glasgow University Business School and
outlines a subsequently developing competence assessment programme.
Should Organizations Pay for Quality?
Authors: Drummond Helga , Chell Elizabeth
Published: May 2006

TQM creates a dilemma for organizations. The dilemma is that TQM
implies increased employee responsibility at shopfloor level. Increased
responsibility traditionally equates with increased pay. The TQM gurus
however advise that monetary rewards are likely to prove
counterproductive. Analyses the problem and examines the potential
impact of coercive and symbolic power as alternatives to material
reward. Concludes that, although little can be achieved by rewarding
contributions with money, neither of the alternatives are workable. The
answer lies in matching increased responsibility with increased control.
Suggests that organizations which succeed in adjusting this balance may
gain a competitive advantage ahead of the Japanese.
Experiential Learning at Work: Why Can’t it be Painless?
Authors: Snell Robin
Published: May 2006

Argues that the ways in which managers learn experientially are unnecessarily painful and will remain so without significant change in the shape and patterning of organizations and the wider socioeconomic infrastructure. First identifies distinct sets of experiential learning patterns from interviews with managers and administrators in three organizations. Then discusses the barriers preventing the widespread adoption of these patterns in day‐to‐day managerial practice.
R&D – Personnel Management by Incentive Management: Results of an Empirical Survey in Research & Development
Authors: Mühlemeyer Peter
Published: May 2006

Based on an empirical study, proposes requirements for and measures
of the formation of internal incentive systems as instruments for
internal innovation management. Uses the knowledge of experience of
individuals taking an active part in innovation for the formulation of
such proposals. The necessity for the implementation of integrated
incentive systems, which allow for material fundamental demands beyond
those peculiar to individual career expectations, becomes obvious.
The Myth and Destructiveness of Equal Opportunities: The Continued Dominance of the Mothering Role
Authors: Newell Sue
Published: May 2006

Uses data from a questionnaire given to 66 mothers of young
children (a cross‐section) to examine the relation between women’s
expectations and actual experience as they enter the job market in
increasing numbers and the idea of equal opportunities. The majority of
women undertook a greater share of childcare than their partner
irrespective of whether they worked and a majority wanted more
responsibility. Suggests that the rhetoric of equal opportunities may
actually worsen the situation for women, who because of deepseated
attitudes about their mothering role, strive to fulfil a dual role
– and give a lower priority and less time to work than is expected
of them.
Assessment Centres, Selection Systems and Cost‐effectiveness: An Evaluative Case Study
Authors: Payne Tim , Anderson Neil , Smith Tom
Published: May 2006

Discusses cost‐effectiveness of assessment centres (AC) in terms of
predictive power, utility and financial benefit. Reports a case study
from the Ford Motor Company of an AC where different instruments were
used at different stages in a system. Points to implications for HR
professionals. Concludes that it is cost‐effective practice to validate
ACs, dangerous to rely on traditional utility analysis formulae, and
that selection procedures should be addressed as systems.
Management Assessment Centres as a Focus for Change
Authors: Guerrier Yvonne , Riley Michael
Published: May 2006

Discusses a case where an assessment centre programme played a key
role in a process of management change in a county council social
services department, responding to the Government’s “Care in the
Community” initiatives. “New think” management
required a paradigm shift – not just acquiring new
“bits” of skill or knowledge – particularly with
respect to decision making. Argues from this experience that
developmental assessment centres provide an arena in which new roles can
be rehearsed and allows for reflection on a person’s competence to
manage that role.
Designing Flexible Teamwork: Comparing German and Japanese Approaches
Authors: Mueller Frank
Published: May 2006

This article is based on a research project on new
employee‐relations practices in engine plants of European mass producers
across four countries. Identifies two approaches towards a new
organization of work: The German model relies on the production
worker with apprenticeship, while the Honda model relies on continuous
training‐on‐the‐job for production workers. One of the main results is
that Honda′s production system may be a better model for British
manufacturing companies – given the labour market situation
– rather than the attempt to copy the German system of dual
training. The German system seems to be built on a virtuous circle of
company long‐termism, government and public support, and manufacturing
success, which may be difficult to enter from outside. The Honda plant
is in its early stages and it is not completely clear whether the
principle can also work in a fully fledged capital‐intensive, high‐tech
manufacturing plant, where high machine utilization is crucial.
The Israeli Defence Forces: An Example of Transformational
Leadership
Authors: Popper Micha , Landau Ori , Gluskinos Ury M.
Published: May 2006

The transformational leadership concept differentiates between
instrumental motivation and normative commitment. The high motivation
levels, the relative freedom given to junior officers, and the esprit de corps in infantry units in the Israeli Defence Forces
(IDF) have made the concept of transformational leadership highly
suitable for junior commanders. Reports on a three‐day transformational
leadership workshop for officer cadets designed and conducted by
civilian psychologists at the IDF School for Leadership Development.
Found qualitative and quantitative attitudinal data collected for six
consecutive training cycles over a period of 18 months to be very
favourable. A further programme attempts to integrate the
transformational leadership model as an ongoing effort throughout the
infantry cadets′ six‐month training programme.
Organizational Change and Development: The Consequences of
Misuse
Authors: Glover Hubert D.
Published: May 2006

A major house‐building corporation in the United States employed an
organizational change and development (OCD) strategy during the early
1970s to assist its transformation to a mega‐corporation. The outcome
was the development of an autocratic, machiavellian, coercive management
style. Initial financial success during a growth phase in the
construction industry masked the deficiencies of the approach, which
only became apparent during an economic slump. Provides a lesson for
managers who ignore the participant needs of employees.
Organizational Change in the USSR: The Activity‐inciting Game
Authors: Tullar William L.
Published: May 2006

Describes a Soviet approach to organizational change utilizing a game devised especially for one organization which poses organizational problems to managers and workers. By means of performance of a carefully crafted script, participants in the game devise solutions to the problems which are generally acceptable to all participants.
Organizational Deflection or Who Owns the Real Problem?
Debunking the Nurse‐Physician Conflict by Team Building
Authors: Appelbaum Steven H.
Published: May 2006

A third‐party facilitator was engaged to develop a design to
resolve conflicts and begin team building between nurses and physicians
in a Canadian Community Hospital. Each group met individually and later
together to identify perceived problems, but actual discussions focused
on administrative and strategic issues adversely affecting both groups
concerned with patient care. Rather than focusing on the relationship
between each group, discussions dealt with operationalization of the new
mission/strategy with the objective of team building. The group sessions
resulted in an understanding of administrative manipulation and ensured
a stronger collaborative effort for both groups by placing the problem
where it really existed, with top administration.
Organization Development and Total Stress Management
Authors: McHugh Marie , Brennan Shirley
Published: May 2006

If organization development is to achieve the objective of
improving organizational effectiveness, it is essential that companies
adopt a proactive and preventive approach to stress management. Such an
approach would reduce the costs of stress which result directly from
organization development and, additionally, the costs of previously
existing stress factors such as high labour turnover, absenteeism and
reduced productivity. A practical all‐encompassing model is presented
which brings the organization towards a philosophy of “total
stress management” (TSM). Organizations which develop this
philosophy, through the adoption of the practical action model, will be
able to reduce the cost of stress substantially.
A Culture Instrument: Driving Organizational Learning
Authors: McKenna Stephen D.
Published: May 2006

Investigates the use of a culture instrument in driving
organizational learning and seeks to extend our ability to move towards
learning organizations. The work was carried out in a plant of a company
in the aerospace industry in 1989 with professional, technical and
administrative employees. Used a questionnaire plus follow‐up focus
group work and results showed a distinct gap between employees
perceptions of the organization and their “ideal”
organization. Assesses results using the systems thinking framework and
makes recommendations which built upon systems thinking, personal
mastery, mental models, shared vision and team learning.
The Fable of the Oversimplifying Professor
Authors: Lundberg Craig C.
Published: May 2006

A short fable for aspiring teachers and students of organization
change. A new slant on “oversimplification”?
Managing Technical Information in an Open Systems
Environment
Authors: Moore John C.
Published: May 2006

The proliferation of workstations throughout the engineering and
manufacturing industries generally means that the tremendous amounts of
data that are becoming available need to be managed in an efficient and
integrated way. Examines the organizational, financial and technical
implications involved in the implementation of accessing and sharing
information and the various systems available to enable this to be
achieved successfully.
Centralized Information Systems Services: Managing the
Transition to Decentralization
Authors: Walker Kenton B.
Published: May 2006

A number of important questions face top managers in all areas of
business concerning the growth and use of computers. Outlines, based on
the composite experience of a number of companies, a mission for
Information Systems Services (ISS). Investigates important trends
impacting on the provision of computer services, and provides a view of
the future roles of ISS in organizations.
The Customer Database: Cross‐selling Retail Financial
Services
Authors: Hughes T.J.
Published: May 2006

Discusses database marketing, typically associated with direct mail
activities, but can be seen to be only the first stage in its evolution
for financial services organizations. Charts development of the Bristol
& West database to highlight some issues, key decisions and
benefits. Successful cross‐selling to customers depends on the strength
of the relationship built up with the organization and the ability to
identify and satisfy individual customer′s needs. A potential use of the
customer database is to apply it at point of sale, but organizations,
which typically have a lot of information on customers, are not
generally organized to use it in this manner.
Euromarketing: Charting the Map for Globalization
Authors: Dalgic Tevfik
Published: May 2006

Considers the European Community, which will be transformed into an
internal Euromarket in 1993 by combining several elements of both
national and international markets. Attempts to analyse the Euromarket
as a global marketplace with all enabling conditions for globalization.
Teaching Staff to Let Elderly People Live a Little
Authors: Millar Barbara
Published: May 2006

Describes the work of Anchor, a leading charity provider of housing
and care for the elderly, the winner of the first Excellence in
Healthcare Human Resource Management award. Outlines the training which
is given to carers.
Early Thoughts on a Reward System for Health Care
Assistants
Authors: Taylor Susanne J.B.
Published: May 2006

Reviews various options for a salary structure for health care
assistants within the National Health Service and provides an appendix
detailing the present salary structures of the main groups within the
Health Service.
Collective Bargaining in the Canadian Health Care System
Authors: Fred Rayworth J.
Published: May 2006

Drawing on the Canadian experience of collective bargaining in the
health care industry, highlights some common elements which may have
wider application and are required in the preparation and planning of
negotiations.
Innovation and Change in the NHS: A Case Study
Authors: Acland Alison
Published: May 2006

Department of Health manpower management and personnel departments
have had their workload increased in applying the new administrative
measures recently introduced to monitor the situation in hospitals.
Considers a case study, North West Thames Regional Health Authority,
where the Regional Medical Manpower Manager has developed a computer
system to embrace these changes, which include junior doctors′ hours,
distinction and merit awards for consultants, study leave, training and
ongoing education for doctors. Comments on the greater efficiency and
accuracy achieved as a result and the potential spin‐off benefits for
other health authorities.
Evaluation of a Service Development Group
Authors: Macdonald Sue
Published: May 2006

Addresses the subject of evaluation of performance of a Mental
Health Services Management Development Group over the period of one
year. Looks at the issues of organizational change through becoming a
community trust, closure of a mental health hospital and associated
transfer of services to the community. Specifically describes a number
of indicators against which the evaluation will take place: setting and
meeting service objectives, how communication with staff and service
users takes place, the management development process for the senior
managers involved and task outcomes from the Group′s meetings. In
conclusion, sets the scene for the evaluation report at the end of 1992.
Measuring Effectiveness: Is NHS Personnel Getting It Right?
Authors: Guest David , Peccei Riccardo
Published: May 2006

Aims to develop and validate a qualitative measure of personnel
management effectiveness among NHS personnel for the Department of
Health. Explores the influences of index scores and associations between
qualitative and quantitative indicators. Qualitatively, the results of
the analysis suggest that personnel effectiveness is related primarily
to process rather than to input variables. Pinpoints three variables as
key predictors of effectiveness: extent of policy formalization,
efficiency of personnel, and degree of influence of the personnel
department over major organizational decisions. Generally finds that
improvements in personnel management effectiveness are likely to depend
less on increased professionalization and resourcing of personnel than
on the development of a closer partnership between personnel and line
management.
Further Thoughts on the Reward of Health Care Assistants
Authors: Taylor Susanne J.B.
Published: May 2006

Discusses the need to view HCAs in a multiskilled generic context,
irrespective of function (for reward purposes). Suggests three
groups (direct care, indirect care and support). Mentions assimilation,
then some NHS examples. Refers to a previous article in Health
Manpower Management, Vol. 18 No. 1 and updates a Table therein.
Mentions surveying the local labour market. Suggests a possible logical
route, then an alternative scenario. Concludes that there is no one
route owing to local variations, but there is a common need to separate
NVQ training, skill‐mix and reward issues first – then link all
together into one overall strategy comprising all component parts.
Performance Appraisals: Never Mind the Boss, Please the
Customer
Authors: Nevling Harry R.
Published: May 2006

Compares the general conception of the performance appraisal system
as evidenced in yesterday′s and today′s attitudes and goes on to
prognosticate the approach of tomorrow. Radically proposes the removal
of such a system altogether, switching from performance appraisal to
systems analysis, involving feedback from external
(customer/supplier) as opposed to internal (management) sources.
Also extends the paradigm shift to salaries, communications and
promotion, and highlights training as a vital component, if
Deming′s seminal eleventh and twelfth points are to be realized.
Organizational Review and Analysis: A Case Study
Authors: Fred Rayworth J.
Published: May 2006

Pursues an organizational review and analysis of the Human Resource
Department (HRD) in a large Canadian health care facility, when a
decision was taken to make all management activities the purview of an
independent board. Identifies objectives, examines the many different
functions of HR management and makes recommendations. Implementation is
vital, regardless of risks, whether the review has been conducted
internally or externally by consultants.
Quality in the Asia‐Pacific Region
Authors: Hurd W.L.
Published: May 2006

Describes the origin and growth of the Asia Pacific Quality Control Organization (APQCO) from its inception in 1981, its formal initiation in 1985 and its development to the present. The APQCO is a federation of national quality organizations within the Asia Pacific region. It is patterned after the highly effective European Organization for Quality (EOQ). As the nations of the Asia Pacific region continued to industrialize, it was both timely and appropriate that their national quality organizations should form a federation to exchange information and to work together for their mutual benefit. Contains some speculation about the future of the APQCO.
A Comparison of Cusum‐Cuscore and Ewma‐Cuscore Quality Control Procedures
Authors: Ncube Matoteng M.
Published: May 2006

Proposes cusum‐cuscore procedures that consider equal weight past sample mean values and past sample score values. The objective is to compare the performance of the cusum‐cuscore and the ewma‐cuscore and in particular to investigate the number of past sample mean values needed to make a significant impact on the performance of the schemes. It will be shown by average run length calculations that the two schemes complement each other very well and that they perform significantly better than standard Shewhart, cuscore and cusum procedures.
Comment: Solving Quality Problems Using Common Sense
Authors: Imai Masaaki
Published: May 2006

Discusses several issues which are essential in achieving quality management and continuous improvements: standardization, maintenance and improvement: Gemba: and tools for problem solving. Argues that most quality problems can be solved by simply using our common sense, unlike the conventional belief that managers must utilize highly sophisticated tools, such as design of experiments, to solve quality‐related problems.
Teaching Management to MBA Students
Authors: Timothy McMahon J.
Published: May 2006

There is no one best way to teach management and organizational
behaviour to MBA students; job demands force educators to consider
multiple course objectives as well as multiple methodologies for
achieving these objectives. Suggests desirable objectives or outcomes
and then identifies instructional methods that are the most appropriate
for achieving the various outcomes. A focus on managerial job demands
resulted in the identification of six outcomes: content knowledge,
self‐knowledge, diagnostic skill, application skills, teamwork skills
and self control. These outcomes and 13 instructional methods are
presented in a matrix showing which outcomes are impacted by the
different methodologies. Implications for the implementation of this
multi‐method approach are discussed.
Brittle, Blocked, Blended and Blind:
Authors: Dainty Paul , Kakabadse Andrew
Published: May 2006

Given that the top management group sets the “agenda”
for any business, their group and individual expectations, attributes
and behaviour require consideration. Reports a study of 36 European top
teams (443 senior managers), in a cross‐section of industries in both
private and public sectors, by interviews and Repertory Grid exercises.
Examination of the results leads to development of four categories
– teams which are brittle, blocked, blended or blind –
described in detail with illustrative case examples. Key contrasting
factors are group process and purpose.
Cream of Irish Management
Authors: Kakabadse Andrew , Alderson Siobhan , Gorman Liam
Published: May 2006

Reports a review of the Irish economic and political scene as
background to a survey of best practice in Irish top management.
Addresses issues of the competences required to induce added value
performance from total organization. Four long‐term consultancy
assignments in different sectors led to the drafting of a questionnaire
distributed by the Irish Management Institute; 96 companies took part.
Key competences emerged as: vision; team building; practising
appropriate personal skills; communication; and generating a
success‐oriented culture. Recommendations are given for top level
management development.
ZEN AND INDUSTRIAL MANAGEMENT IN JAPAN
Authors: Saha Arunoday
Published: May 2006

Proposes that features unique to Japanese industrial management
practice such as excessive emphasis on training, a mainly intuitive,
pragmatic approach to problems of productivity and quality (as against
exclusive dependence on scientific methods), the ethos of hard work, the
quest for continuous performance improvement, and stress on
self‐reliance in technology derive from the component of Japanese
culture known as Zen Buddhism. Zen has always been associated with
practical, economic pursuits; examination of its philosophy and
techniques gives insight into the values underlying modern management in
Japan.
Managerial Psychological Strategies for Sino‐Foreign Joint Ventures
Authors: Wang Zhong‐Ming
Published: May 2006

Reports the results of an interview and field survey study on
management issues in 25 Sino‐foreign joint‐venture companies. Joint
ventures are shown to have three special characteristics:
transformation, system and management. Compatibility issues, in terms of
values, motives, leadership styles, are cultural, social and structural.
Proposes three managerial psychology strategies to improve management of
joint ventures further. Suggests some useful predictors and criteria for
the assessment and evaluation of joint‐venture effectiveness.
How Executives Get Better Jobs (More Quickly)
Authors: Brindle Lea
Published: May 2006

Relates occupational personality profiles of 101 redundant senior
executives to their success in obtaining new jobs. Executives were
assessed using a broad spectrum personality questionnaire (16PF), an
interpersonal relations inventory (Firo‐B) and the SHL management
interest inventory. The measures of job‐hunting success were time to be
placed in a new job after first being made redundant, new salary and
increase in salary over previous level. Average age of the sample was
42.4 years, most were males and had spent an average of 11.8 years with
their last organization. Time to get a new job ranged between one and 12
months and averaged 3.9 months, new salary averaged £35,670, and
changes in salary ranged from a decrease of £25,000 to an increase
of £67,000, and averaged £3,430. Findings suggest that
executives who were intelligent, resilient, assertive, yet sensitive to
others, and who were relatively more experienced and well‐motivated were
significantly more effective at job‐hunting.
Assessing and Transforming Performance Appraisal
Authors: Twomey Daniel F. , Feuerbach Twomey Rosemarie
Published: May 2006

Proposes that by redirection performance appraisal can become a
pivotal force for translating, articulating and instilling commitment to
an organization′s strategy. Presents a framework for assessing the
success and failure of performance appraisal systems in achieving their
evaluation and development role on several dimensions. Resolves the
limitations of conventional systems by transcending the dysfunctional
conflict between evaluation and development. The transformational
performance appraisal system is consistent with the new ways of managing
and with new organizational forms.
Resolving Problems in Ethics and Management
Authors: McNamee David
Published: May 2006

Ethical problems are a particular class of management problem.
Resolving the dilemmas faced by internal audit management involves an
understanding of the origins of ethical thought and the uses and
limitations of Codes of Ethics. Reviews the available literature as well
as practical case studies from the author′s experience. The case studies
illustrate common problems. Makes recommendations for managing ethical
problems for individuals, organizations and the auditing profession.
COMMITMENTS AND CONFLICTS: CORPORATE SEDUCTION AND
AMBIVALENCE IN WOMEN MANAGERS
Authors: Höpfl Heather
Published: May 2006

Examines gender differences in relation to organizational
commitment. It considers the ways in which corporate culture attempts to
seduce employees into commitment via the construction of appearances and
values. The satisfactions which men derive from work appear to make them
more susceptible to the construction of particular frames of
organizational behaviour and, in this sense, commitment can be viewed as
a consensual interpretation of appropriate organizational action. Women,
however, have more ambiguous and conflictual encultured imagery which is
not easily reconciled with male reality definitions. Hence, women
introduce ambivalence into the workplace. This inevitably constitutes a
threat to male consensus and framing of appropriate action. Women′s
action lacks propriety within male frames because women embody
ambivalence. Therefore, by virtue of their mere presence, women threaten
the deconstruction of commitment.
TAKE CARE OF YOURSELF: PART‐TIME LEADERSHIP IN EDUCATION AS
A HEALTHY CONCEPT FOR THE 1990s
Authors: Blase Kees
Published: May 2006

Describes new management styles and organizational structures
developed by school‐leaders in response to the challenges of the 1990s.
Experiments in The Netherlands show many advantages in shared
leadership, management‐teams and part‐time leadership. Also describes
disadvantages and necessary conditions and procedures for implementing
these new organizational structures.
WOMEN AND COMPUTER TECHNOLOGY: HAVE THE PROMISES OF EQUAL
OPPORTUNITIES BEEN FULFILLED?
Authors: Shuttleworth Teresa
Published: May 2006

Considers the position of women in the computing industry and the
impact of new technology on women employed in information handling
occupations. Examines the role of traditional attitudes to women,
education and training, this is of particular importance as the computer
industry faces a skill crisis in the 1990s. Trends would seem to suggest
that although women have the potential to take up new opportunities in
computing, they fail to see computing as an attractive option and are
technically ill‐equipped to do so.
THE CHANGING EUROPE: IMPLICATIONS FOR US MANUFACTURERS AND
COMPETITIVE SUCCESS
Authors: Helms Marilyn M.
Published: May 2006

Discusses the threats and opportunities presented to US
manufacturers by the elimination of the trade restrictions for the
European Community (EC), the unification of Germany, and the move
towards capitalism in Russia. The biggest challenge will be to get
involved in Europe′s industry early during the formation of the EC.
Makes specific suggestions for US firms, including the development of
core competences, global strategies, and improving product quality.