bluuebunny/crossref_metadata_2025 huggingface dataset:
Contracts of Employment
Authors: Paynter George
Published: February 2008

The first five sections of the Employment Protection (Consolidation) Act, 1978, deal with the particulars which employers are obliged to put into writing in their contracts of employment with their staff, and the manner of so doing. Some of the provisions have been slightly amended by the 1982 Employment Act. Frequently, this duty is overlooked or is dealt with in a somewhat casual manner, which can have serious repercussions on occasions.
Pricing Exports: Which Currency to Choose?
Authors: Piercy Nigel
Published: February 2008

International pricing is a risky and complex business—far more so than the domestic price decision. So many variables arise to confound the issue; different customer types, variations in local market conditions, cartels and trade associations, difficulties in controlling intermediaries, incomplete knowledge and the greater need for flexibility are but some of the factors which must be taken into account by the exporter.
Action Learning: Are We Getting There?
Authors: Revans R.W.
Published: February 2008

Five Earlier Stages We ought by now to be seeing a few results. Sometimes, they are what we hoped for; indeed, a signal may be so close to what we thought we were aiming at as to be quite suspicious, as if, like the traditional foreman, it reports precisely what the management want to know, whether true or not. Sometimes, the outcome is in the right direction, but off the target sufficiently for us to check and recheck the figures, and perhaps to change some of the inputs, a bit more of this, and a bit less of the other. And, not seldom, the results are so far from what we first expected that we cannot believe the evidence of our own senses; going through the findings once more may then convince us that our approach, from the very start, is all wrong, opening with inaccurate measures of the problem, confusing the method with something that may have worked on a different occasion, assembling quite inappropriate resources — especially the client group of helpers. All of this, the product of the sixth stage, review or control, follows what we worked over in the previous five:
Computers, Change and Fear: An Unholy Trio
Authors: Wright Phillip C.
Published: February 2008

If an organisation is to flourish, a constant influx of technical innovations must be accepted and utilised by both management and labour. This ability to introduce technological change can be a critical factor in the success or decline of individual business organisations and even entire industries. “Indeed, how technology is introduced is increasingly seen (sic) as the key to…workers' acceptance of it, which ultimately determines how much their productivity improves”.
Personnel Management and the Welfare Role
Authors: Beaumont P.B.
Published: February 2008

IntroductionIn Britain, personnel management had its origins in welfare work at the turn of the century. This fact seems to have been a source of embarrassment to many personnel managers; in their view it contributed substantially to their “soft” image, long held by production and sales members of senior management. Certainly a number of academics have argued that the personnel function could only achieve a position of some authority and status in organisations when its activities had moved substantially beyond the welfare function. Accordingly, personnel managers must have heaved a sigh of relief when welfare work appeared to have largely faded from the scene from the 1950s. However, at least one article in the mid 1970s has argued that this retreat from welfare work was more apparent than real, and that the welfare role was in the process of being rediscovered.
PROFESSORIAL ESSAY
Authors: White Jerry
Published: February 2008

Productivity The Problem Situation Many western manufactured products such as automobiles and electronics have lost their market shares to those manufactured in Japan. One can no longer blame this solely on cheap Japanese labour, as the income of the Japanese worker has increasingly caught up with the level found in the western world. The rude reality is that the Japanese industries are more productive than their western counterparts. Furthermore, their product quality is often superior.
The Honesty of the Technical Salesman
Authors: Dixon J.D. , James B.G.S.
Published: February 2008

The Buyer's Risk In placing an order with a “new” supplier the buyer in the industrial organisation is well aware that the relationship thus created is one which may continue for a considerable period of time—for at least the period of the contract. It is important that the relationship is a “good” one. Failure on the part of the supplier in any aspect, e.g. quality reliability, delivery reliability or technical performance reflects on the buyer's professional judgement, in addition to increasing the risk of financial loss which can accrue to the organisation.
Computers, Decision Making and Centralisation
Authors: Moynihan Tony
Published: February 2008

Introduction When all the power for decision making rests at a single point in the organisation—ultimately in the hands of a single individual—we shall call the structure centralised; to the extent that the power is dispersed among many individuals we shall call the structure decentralised… Centralisation is the tightest means of co‐ordinating decision making in the organisation. All decisions are made by one individual, in one brain, and then implemented through direct supervision. Other reasons have been given for centralising structures—a well known one being the lust for power—but most of the rest amount to the need for co‐ordination.
Managerial Decision Styles and Work Satisfaction in Saudi Arabia
Authors: Ali Abbas , Swiercz Paul
Published: February 2008

In the management literature there are numerous studies examining the relationship beween satisfaction and individual organisational variables. Studies have shown employee satisfaction to be correlated with leadership style, motivation, job characteristics, absenteeism and turnover, role ambiguity, autonomy, life satisfaction and goal setting. The subject of satisfaction is closely related to the well‐being of organisation members, thus it is considered to be a major variable in organisational life and a most popular topic in applied and theoretical studies.
Management Information Systems: Role and Policy in an Organisational Context
Authors: Morden A.R.
Published: February 2008

This article defines Management Information Systems (MIS) and MIS policy, and examines its organisational and structural role. MIS gives effect to communication channels, and shapes the communication content and responsibility of managerial and administrative roles. It therefore becomes an important means whereby an organisation achieves co‐ordination, feedback and control. The article examines managerial information needs for control, co‐ordination and planning, and comments on some of the approaches to managing with MIS.
The Influence of Design on Industrial and Economic Achievement
Authors: Oakley Mark
Published: February 2008

Introduction In many countries, including the UK, the “importance of design” is being cited with increasing frequency in the context of industrial activity and of national and international economic performance. Previously, concern about design among economists, industrialists and politicians had been dormant, since interest in the design aspects of manufactured goods reached a peak during the second half of the last century. In recent years, many governments have been preoccupied with the exploitation of technological innovation as a means of achieving marketing eminence and economic success. Similarly, much time and effort has been focused on improving manufacturing capability, restructuring working practices, protecting (or deregulating) markets, and developing new financial structures. At the level of the firm, these attitudes and approaches have been closely mirrored; it is only in the last year or two that it has become common for companies to make explicit reference to design. Phrases such as “better by design” and “design for living” give an indication of what may be a new emphasis in some companies. Whilst a few companies have paid consistent attention to design in the past — not only of the product or service, but of the environment as well — the majority have not. This is particularly marked in the UK and is closely reflected by the structures of senior management that are found in companies. Boardrooms are manned by directors of finance, marketing and operations; there is a universal absence of professional concern for the management and use of design resources.
Accounting Systems and the Electronic Data Processing Function
Authors: Rushinek A. , Rushinek S.F.
Published: February 2008

Introduction Today's auditor is facing a rapidly changing environment. As a result, the field of auditing is constantly adding new disciplines. One of these new areas is Electronic Data Processing (EDP). Many accounting systems are stored on computer‐readable media resulting in the loss of an audit trail. The auditor must now audit through as well as around the computer. The auditor is accepting this new challenge by acquiring new skills.
Management Must Manage Knowledge
Authors: van Mesdag Martin
Published: February 2008

Any company depends for its survival on the choices and attitudes of ten groups of people: shareholders, lenders, suppliers, government, competitors, employees, suppliers of skills and know‐how, managers, the public and of course its customers. If the company does not acquire and manage the knowledge of what motivates these groups, its survival is threatened.
Promotion Decisions
Authors: London Manuel , Stumpt Stephen A
Published: February 2008

Management promotion decisions are of the utmost importance to an organisation. They determine the quality of future management and thus the continued vitality of the organisation.
The Assessment Interview
Authors: Sidney Elizabeth
Published: February 2008

Times change and techniques change, but the essence of managing people, products, money and markets, and of the decisions which relate to them, remains the same. In May 1963, volume one issue one of the Journal of Scientific Business (which became Management Decision in 1967) was published. Its coverage dealt with many perennial issues of management: “A new look at the role of the specialist”, “The role of the universities in management education”, “The use and abuse of test market research”. In the first of a series of management classics, we are pleased to reprint a short article in which Elizabeth Sidney, then Director of Studies of the Institute of Directors' Communication Training Programme, looks at the assessment interview and makes points which remain fresh and challenging for managers 23 years on.
Making Better Use of Public Resources
Authors: Wills Gordon
Published: February 2008

On their own, marketers all too often create sales that the organisation does not want; and accountants, when left to their own devices, cut costs with cavalier regard for user consequences. As partners, marketers and accountants can make a very real impact on “better use of resources” — a phrase that in a commercial enterprise would frequently be translated as a better return on investment or improved profitability.
Putting Market Research into Action
Authors: Birn Robin
Published: February 2008

Market research by an industrial supplier can produce results that may have an impact not only on their own but on their customers' markets.
Quality: The Competitive Edge
Authors: Ross Joel E. , Klatt Lawrence A.
Published: February 2008

The results of a survey of employee perceptions of quality management practices in smaller business firms were compared with the five dimensions of an earlier research—backed quality management programme. The findings have led to the suggestion of a Quality Management Action Plan which can provide a competitive edge.
Information Systems for Planning and Control
Authors: Vong John
Published: February 2008

Management information systems deliver information—the right information to the right person, in the right form, at the right time. Such a system is an asset for planning and control. The key determinants for successfully implementing a system are described with reference to commercial banking.
Planned Presentations
Authors: Inglis Scott , Kozubska Joanna
Published: February 2008

Making presentations is a task undertaken by most managers, yet relished by few. In this excerpt from the The Communications Portfolio, published by MCB University Press, Books, Courseware and Resources Division, the skills and techniques of making presentations effectively are outlined.
The Effective Conference
Authors: Wills Gordon , Day Abby
Published: February 2008

Although conferences can be costly, there are ways of ensuring that they yield a genuine and measurable return.
Effective Use of Professional Management Services
Authors: Payne Adrian
Published: February 2008

Managers are increasingly using external consultants for the provision of a wide range of professional management services. The article discusses the structure of the consulting industry, addresses the question of whether consultants “add value” for their clients, and describes how to identify, select and use relevant consultants.
Navigating the Strategic Maze
Authors: Warner Alan , Arnold David
Published: February 2008

There is no perfect model of strategic management which exists for all companies for all time, and top management should pick, from the shopping list of the last thirty years' thinking, the ideas which suit their time and situation.
Social Learning
Authors: Stuart Roger
Published: February 2008

Management development has shifted its emphasis in recent years from planned management learning organised for managers to self‐development programmes. However, the individual must guard against isolation.
When the Market Says “Beware!”…
Authors: Barrett Timothy
Published: February 2008

Organisations respond in various ways to changes in their market environment. The structure of an organisation and the power of its individual executives affects the way it perceives a change in the market and its reaction to that change. It can go to complex lengths to avoid reading the signals from the market especially if these signals might upset the balance of power and influence.
Leadership and Corporate Culture
Authors: Bryman Alan
Published: February 2008

The legend of Porsche Chief Executive Peter Schutz pacing the pits at Le Mans with tears in his eyes after a motor racing success is very much the stuff corporate cultures are reared from.
Developing the Skill of Time Management
Authors: McConalogue Tom
Published: February 2008

“If you want something done, give it to a busy manager.” How do some people pack more productive hours into the day than others?
Organisational Politics
Authors: Kakabadse Andrew
Published: February 2008

The discussion of decision making is an important topic in today's management studies, yet some say that current teaching is inapplicable to today's organisations. A more realistic updated approach taking into account the underlying political framework needs to be considered instead.
Inter‐Divisional Transfer Pricing
Authors: Smallman Alan , Adrien Henri
Published: February 2008

Theories of inter‐divisional transfer pricing are not easily put into practice — some helpful suggestions are offered.
Solving Communications Problems in Business
Authors: Garnett John
Published: February 2008

Inadequate communication reduces efficiency. The nub of the problem is not poor communication skills but the meagreness of downward communication.
What is Work?
Authors: Brown Wilfred
Published: February 2008

Work is best described not in terms of roles and responsibility but of its prescribed and discretionary content and their boundaries.
Towards a Theory of Large‐Scale Organisation
Authors: Schumacher E.F.
Published: February 2008

A theoretical framework for large organisations is offered in the form of five intriguingly named principles.
Financial Control as an Aid to Management
Authors: Menzies P.T.
Published: February 2008

Financial control must ensure that information is made available which will allow management to decide on the best course of action: an affirmative plan for the future.
Civic Affairs — How Deeply Should Companies be Involved?
Authors: Wheeler Gordon E.
Published: February 2008

The committee structure in public affairs is complex: is participation too time‐consuming for senior business management? Will loyalties conflict?
Negotiations and Bargaining
Authors: Gourlay Robin
Published: February 2008

The skills for resolving differences between people are many and varied and depend on the nature of the disagreement and the attitudes of the parties involved. The choice of skills appropriate to different types and different stages of negotiations is crucial.
Planning for Change
Authors: Kakabadse Andrew
Published: February 2008

Changes in techniques and structures to meet increased competition are ongoing, often traumatic processes. In this article the author sets out a seven step guide to managing the politics of change.
Group Technology
Authors: Lee L.C.
Published: February 2008

Group technology can make an important contribution to higher productivity but if a company wishes to derive the benefits and avoid the pitfalls a thorough understanding of its pervasive influence on a range of related issues is essential.
Selecting Managers for Foreign Assignments
Authors: Zeira Yoram , Banai Moshe
Published: February 2008

The expatriate manager, once considered obsolete, has staged a come‐back. The demand for executives willing and able to serve abroad is increasing; but the effective fulfilment of this demand is raising many problems.
Does Your Marketing Pay?
Authors: Thomas M.J.
Published: February 2008

Marketing is essential, but when are the resources allocated to it efficiently used and when are they wasted?
Innovation and the Sales Manager
Authors: Hayward George , Masterson John
Published: February 2008

This article looks at how capital equipment innovations are adopted. The reception of innovations by adoptors and non‐adoptors provides “profiles” of the characteristics of innovations, which can highlight good selling features and identify markets.
How to Assess Industrial Salesmen
Authors: Vyakarnam Shailendra
Published: February 2008

A practical approach to assessing sales performance can cost little to implement and provide valuable feedback for both company and salesforce.
Just‐In‐Time
Authors: Lee Sang M. , Ebrahimpour Maling
Published: February 2008

The benefits of Just‐in‐Time techniques are clearly explained with the acquired wisdom of the Japanese experience.
Broader Horizons for Managers
Authors: Berger Mel
Published: February 2008

Newly appointed managers often see their role as simply “getting the job done.” A management training course run by the General Electric Corporation has shown how they can broaden their horizons.
When Public Becomes Private
Authors: Smith Peter E. , Barnard John M. , Smith Geoffrey
Published: February 2008

Mergers, takeovers and changes in products or markets confront managers with major cultural change in their organisations. This article looks specifically at British Telecom, the different demands made on managers pre‐ and post‐privatisation and describes now management development programmes helped managers to change their style.
What is the Research Buyer Buying?
Authors: Bailey Lawrence F. , Scott‐Jones Gill
Published: February 2008

This article takes a light‐hearted look at the reasons why research is conducted. The research community itself comes under investigation.
Planning is Recovering
Authors: van Mesdag Martin
Published: February 2008

This article pinpoints 1974 as the watershed of the planning process in companies. Old methods of planning were discarded and new ones needed to be found as discontinuities rocked the business environment.
Using Theories as “Overlays” for Improved Managerial Decision Making
Authors: Pate Larry E.
Published: February 2008

This article outlines how behavioural science and psychological theories can be put to practical use in managerial problem‐solving situations. It follows on from Larry Pate's article in Management Decision, Vol. 25 No. 6.
Managing Rapid Change
Authors: Tranfield David , Smith Stuart
Published: February 2008

When manufacturing companies introduce advanced manufacturing technologies, it is crucial for success that management accept and identify the structural and cultural changes that accompany technical innovation.
Putting Creativity on the Map
Authors: Jones Sue , Sims David
Published: February 2008

Brainstorming, lateral thinking and force‐field analysis can throw up new ideas, but then what happens to them? “Mapping” is a technique employed for turning ideas to practical use.
Know Your ABC
Authors: Flores Benito E. , Clay Whybark D.
Published: February 2008

ABC analysis is used to sort inventory into categories which determine how much attention they will be given. But it is of wider management application and can be extended to cope with more than one classification criterion.
Making an Effective Manager
Authors: McConalogue Tom
Published: February 2008

Too many managers concentrate on and are rewarded for achieving short‐term goals. These do matter but so do long‐term more abstract goals; training must take this into account.
What Price Research?
Authors: Clarke Julia
Published: February 2008

The pricing off products in the marketplace is of crucial importance to market share and profitability, yet often little is known about the effects of price changes on a brand's performance. Manufacturers cannot afford to ignore the contribution pricing research can make to their marketing decisions.
Corporate Entrepreneurship — A Blueprint for Action
Authors: McDonald Wood Ian
Published: February 2008

Entrepreneurship is crucial to corporate success and growth: how can it be encouraged? The idea of an Entrepreneurship Programme is put forward.
Changing the Organisation and Winning
Authors: Mastenbroek Willem F.G.
Published: February 2008

Resistance to change is natural but is very negative and destructive — unless the energy arising from the tensions is used creatively.
Managing Management Buyouts: Lessons for Would‐be Entrepreneurs
Authors: Wright Mike , Coyne John , Robbie Ken
Published: February 2008

Not only has the number of management buyouts increased rapidly in the last few years, but the actual size of the buyouts has also significantly increased.
Approaches for Learning about Expert Systems — A Management Introduction
Authors: Liebowitz Jay
Published: February 2008

The author discusses the provision of training programmes on expert systems managers in the USA.
A Management Dictionary for the 1980s
Authors: Matejka J. Kenneth , Ashworth D. Neil , Dodd‐McCue Diane , Dunsing Richard J.
Published: February 2008

A light‐hearted “dictionary” of management styles is presented which encapsulates a modern, new, expanded, tell‐it‐like‐it‐is summary of management philosophies for the 1980s.
Doing Business in the Pacific
Authors: Edge Alfred G.
Published: February 2008

Here is a cautionary tale of the penalties for ignoring local customs and the success attending a more careful approach.
A Matrix Model of Corporate Decision Making
Authors: Hassard John
Published: February 2008

Current models of strategy formulation do not always prove robust in application; here is one whose roles are short or long‐term criteria for financial control and the making of decisions at either corporate centre or business unit.
Rebuilding the Survivor's Loyalty
Authors: Matejka Ken , Presutti Bill
Published: February 2008

Surviving employees need to know why and how decisions are made about redundancy and personnel changes if their loyalty is to be preserved.
Shakespeare and management
Authors: Margerison Charles , Smith Barry
Published: February 2008

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.
Computer Assisted Corporate Planning in German Industry
Authors: Töpfer Armin
Published: February 2008

Introduction Within the framework of an empirical study the structure and the developmental stage of planning and control systems in 355 companies of different branches and sizes in German industry were investigated. In so doing planning and control, with the help of data processing, were analysed throughout industry as a whole as well as in sectional classes.
As it appears today
Authors: Turner Dudley , Wellens John
Published: February 2008

In calling my new journal Industrial and Commercial Training I have sought to draw attention to the importance of commercial training. Commercial training is much less well‐developed than industrial training generally: it has been somewhat neglected. But I have a feeling that we are about to make a major breakthrough in this field. The Central Training Council put forward sound recommendations for new starters in clerical jobs. Why were they such a failure?
A new plan for operative training in the construction industry
Authors: PERRY H A
Published: February 2008

In setting up training recommendations and introducing new concepts to craft training, the Construction Industry Training Board and its staff fortunately broke with tradition and, armed with a timely survey report of construction occupations by the Building Research Station, courageously by‐passed a maze of committees and organisations to develop a new plan of training for construction operatives. When the plan was presented for adoption in June of 1968 it was received with some dismay and hostility by some Board and Building Committee members but was allowed to proceed on a pilot basis. Original plans were scaled down and the mechanical engineering services course was deferred for a year, but a break‐through had been made and a chance for meaningful change and progress was at hand. The year 1968/69 was to be a crucial one for the future of building craft training.
The 16mm film projector
Authors: ROBERTS KENNETH
Published: February 2008

16MM FILMS ARE BECOMING AVAILABLE IN INCREASING numbers for training purposes and are now being produced in the UK specifically to serve the needs of the training officer. In addition to those being made on a commercial basis, many organisations, such as the National Coal Board, British Rail, ICI and British Oxygen, who make their own training films, are making them available to other users, whilst many of the several hundreds of industrial films sponsored each year have a direct or indirect training application. With their particular power to motivate and stimulate, to overcome barriers of time, space and distance and to slow down or speed up motion, to simulate direct experience and create understanding — with all these attributes, film has immense, but as yet largely unrealised, potential.
Training in Fleet Street
Authors: THOMPSON NOEL
Published: February 2008

Trade Associations are in an excellent position to influence training within an industry or a part of an industry. With the advent of the Industry Training Boards the general tendency has been for trade associations to pass their training responsibilities over completely to the ITB. They saw their main advantage in securing one of the employer seats on the training board itself and then leaving the initiative to the ITB. At its weakest this action could be seen as a rather negative watchdog exercise. There is another way and it is far more effective and positive. It is this other way that NOEL THOMPSON writes about in this article.
Training the TECHNICIAN ENGINEER
Authors: STEVENSON RE
Published: February 2008

EITB Booklet No 9 is important to firms in all industries for two reasons. First, the technician engineer is the first case of a grade of worker for whom revolutionary changes have been developed at the same time for both in‐plant training and further education. EITB booklet No 9 and the Haslegrave Report complement each other. Second, the EITB will be the pace‐setter in technician engineer training. Booklet No 9 sets out, to a very great extent, the prototype of training for higher grade technicians, on which will be based the provisions of other industries for this grade. The aim in other industries will be to try to reproduce the EITB pattern of training at this level.
You're the boss
Authors: Hughes Alec M
Published: February 2008

IN RECENT YEARS THE CENTRAL FILM LIBRARY HAS ADDED TO the impressive list of titles in its industrial film catalogue by acquiring for film distribution series which first appeared on television. Indeed it may have been such a move, added to the steady flow of enquiries for the loan of film versions of television programmes, that persuaded ‘Auntie’ belatedly to set up Television Enterprises and very recently to offer some of their teaching films for hire as well as sale.
System in course design
Authors: HELDER JAMES
Published: February 2008

How should one decide on what is to be included in a course of instruction? Most courses contain redundant material to some extent or other. Decisions have to be made on the competing claims of different teaching points to be included. Experiments are being carried out at REMEs School of Electronic Engineering which should lead to a more systematic approach to course design.
What's new in audio visuals?
Authors: HUGHES ALEC M
Published: February 2008

HOW MANY TRAINING OFFICERS CAN REALLY CLAIM TO KEEP abreast of all the information about audio‐visuals that comes their way — still less to see the latest aids? We all share the frustration of running against the tide of information. The catalogues and brochures that land on our desks all too often finish on our shelves unread. It is partly because every day is too short, partly because we all react to a multitude of pressures and some jobs simply have to be left undone. And part of the trouble lies with the nature of the information itself. Take film catalogues for example. The variations in size and layout are not only bewildering but make storage difficult. Infuriatingly many of those upon which the greatest effort has been lavished and most money spent are the least easy to consult. The stylist seems to take precedence over the practical cataloguer so that what superficially appears the most visually attractive often turns out to be difficult to consult and even, on occasions, hard to read.
Levy‐grant policy in the electricity supply industry training board
Authors: BELLAMY R.G.
Published: February 2008

In the editorial leader of our previous issue reference was made to the possibility of certain ITBs phasing down their levy‐grant activities. How does an ITB carry out its responsibilities without using the levy‐grant machinery as an instrument of pressure? We invited the Electricity Supply ITB to explain how they do so
Preparing the clerk for promotion
Authors: BROWN R.K.
Published: February 2008

The Haslegrave Report called attention to the need to develop the Commercial Technician: an office worker operating at sub‐professional level. What is meant by the term Commercial Technician? How should he be trained?
What can I contribute?
Authors: HUGHES ALEC M
Published: February 2008

INDIVIDUAL SPECIALISTS IN CONSULTANCY WORK AND THE publication of their theories and observations have made the most significant contribution to modern management prac‐tice. With effective communication in mind it has not been surprising that some have resorted to film (or been encouraged to do so by film sponsors and producers) to spread their message further. Unfortunately many of the results have been lamentable: the expert delivering a series of lectures recorded pedantically and unimaginatively on film without even the relief of actual or dramatised illus‐tration. Whatever limited value such productions have is confined to providing a visual and aural record of some expert (and occasionally a notable pioneer) in management practice. Their value for management training seems practically nil.
Management by objectives
Authors: WELLENS JOHN
Published: February 2008

The concept of packaged training is quite new. A typical training package consists of films, transparencies, slides, tapes and so on, supported by printed materials. Not all these different media of presentation are to be found in any one package; just that selection which will present the material in its optimal form. Sound films are usually a must, the printed matter invariably so; the element of choice normally centres round the method of projecting the still pictures, charts and tabulated matter.
Better meetings by breaking the rules
Authors: MAUDE BARRY
Published: February 2008

The adoption of more participative styles of management is one of our current goals: they are preferable because they enable the subordinate to improve his contribution and thereby gain more satisfaction in his job. By contrast authoritarian styles of management are limiting to the subordinate. To abandon an authoritarian style and substitute for it a more participative style is not easy. It has to be carried out in all activities which involve inter‐personal relationships. In this article Mr B Maude describes what is involved in changing from an authoritarian approach to the participative approach in the business of running a meeting.
The ITRU training design algorithm
Authors: TOYE MICHAEL
Published: February 2008

RESEARCH, LIKE PIG IRON, IS USEFUL STUFF IF IT IS MADE INTO useful shapes. Otherwise it just weighs a lot. One method of shaping complex material for trainees is to construct an algorithm. Here is an algorithm for the application of research findings to training design.
How to select external courses
Authors: Farnsworth Terry
Published: February 2008

Like any other form of business investment, the selection of external management training courses requires a skilful blend of patient research, careful planning and mature judgment. Never before have managers been faced with such an abundance of courses and institutions: in a field once dominated by Henley and Ashridge, there are now hundreds of courses, workshops and seminars run by a variety of organisations, ranging from universities and technical colleges to consultants and professional bodies. Daily, the problem of selecting the right course becomes ever more confusing and, inevitably, the risk of making a poor selection has correspondingly increased. Confronted by such diversity, the individual manager all too often becomes the victim of a kind of executive course roulette in which both time and money are recklessly gambled on courses which bear little relation to his training needs. In any sector of business activity, amateurishness and waste are inseparable companions: management training is no exception to this rule. Indeed, the well‐known difficulties of measuring the benefits of such training make it all the more imperative that decisions are made rationally and objectively. Any organisation contemplating the use of external courses requires a systematic course selection policy. This in turn, involves four major steps: defining objectives, initiating research, making the choice and evaluating results.
The owner manager
Authors: DEEKS JS
Published: February 2008

An increasing amount of attention is being given to the role of small firms in the country's economy and to the problems they face in improving their efficiency. Industrial Training Boards, for example, finding in some cases that as many as 90% of the companies in their scope employ less than 100 persons, have had to think out some practical ways of making sure that small companies can earn training grant. However, much of what is offered in the way of training for the small firm is simply large firm practice adapted and watered down. Very few solutions offered to the small firm's training problems have stemmed from detailed analysis of what those problems are and whether or not they differ in kind rather than in degree from the problems faced by the large company. This is particularly true with management training and development in the context of the small firm. The purpose of this series of three articles is to argue that the situation within which the small firm operates is different from that of the large company, that this difference is reflected in the organisation, finance and operations of the small firm and that it is therefore necessary to identify the particular training needs of the small firm and base training policies and programmes on these needs. The first article puts forward some suggestions as to what the distinguishing marks of the small firm may be, the second looks at three case studies of the work of small firm owner‐managers, and the third tries to assess the implications of both the theoretical view, and of what happens in practice, for the development of training policies that are more in tune with the requirements of small companies.
Training the civil engineering technician
Authors: FREEMAN LJ
Published: February 2008

The inauguration of effective training for the technician is a matter of great urgency. Eventually the dominant influence will be the new arrangements proposed in the Haslegrave Report. But these are only proposals at the moment: it is estimated that two years could elapse before Haslegrave courses are ready in the technical colleges. What is the correct course of action to take in the meantime? There are two schools of thought. One believes that new provisions should be held in abeyance pending the arrival of the new system. A second group believes that action is needed now on the assumption that adaptation to the new system will be made relatively simple. The author of this article belongs to the second school of thought and strongly advocates taking action right away. He explains what Lindsey County Council have been doing to develop the civil engineering technician.
Training analysis of semi‐skilled work
Authors: DONNELLY EUGENE , KENNEY JOHN
Published: February 2008

Training costs money and the training of semi‐skilled staff is no exception. Indeed the numbers of employees in this category (approximately half the country's total work force) coupled with an often high labour turnover, must make semi‐skilled training one of the major items in the nation's training budget. But should the expenditure be as high as it is?
Don't talk to me—I'm in the Isle of Man!
Authors: HUGHES ALEC M
Published: February 2008

THE YOUNG LADY WHO MADE THE REMARK WHICH IS THE title above was doing a repetitive assembly job of a kind which could be performed automatically once the necessary skills had been mastered. There are many jobs like that. But there are others where the necessary repetitive actions have to be accompanied by concentration, the assembly line jobs which offer no intellectual satisfactions nor have the compensation of daydreaming which ameliorates so many of the dull tasks which mass production demands. Other skills are of a different order — they may tax dexterity, or memory, or visual perception or subtle sensory judgments. Can such varied skills be taught and if so how? It is this BBC television series TRAINING IN SKILLS which sets out to examine the problem.
Starting a scheme of management development
Authors: HEAVISIDE GC
Published: February 2008

‘No man teaches, he enables men to learn for themselves.’ Galileo Galilei (1564—1642) ‘To expose managers (on development courses) to new and challenging data and ideas and then make it impossible for them to make use of the new insights and even penalise them for doing so is highly frustrating. One can safely predict that managers so treated will have their performance adversely effected … ‘The entire organisation must consist of a multiple, overlapping group structure with every work group using group decision making processes, skilfully.’ Rensis Likert ‘No man is an island, entire of it self.’ John Donne (1571—1631)
Simulation—
Authors: TANSEY PJ
Published: February 2008

Simulation as a word has many meanings, and as a training device goes back into the mists of time, so far that no‐one can point to either a game or a device and say that was the first simulation. In the sense that the term will be used in this article it means, essentially, the provision of problem‐solving experiences of a form such as will involve those being trained, and will change their learning role from a passive one to an active one. This is usually achieved by taking a situation or environment and representing it by an analogous, but simplified, one of greater convenience and with a compressed time scale.
the training of clerical workers
Authors: WALKER MARGARET
Published: February 2008

OVER THE PAST FEW YEARS THE DEP, THE TRAINING BOARDS and industry, in that order, have been making apologetic noises in the direction of clerical training. As early as 1966, the CTC announced:
trainers discover training
Authors: McGIVERN CHRISTOPHER
Published: February 2008

‘Yes, but what can you do now you've been on that six week course?’ How many employers have asked that question of their newly appointed trainer on his return from a somewhat expensive introductory course for training officers? Qualified for grant reclamation purposes he may be, but a common experience for many a course member is to go back to his organisation unable to put into practice much of the theory he has been taught. It was as an attempt to overcome this problem, hardly unique to training officers, that we redesigned our introductory course. Working on the principle that knowledge can be taught while skills can only be learned, and on the theory that the training officer needs to apply rather more skill than knowledge in his job, we designed a course using the so‐called discovery or learning‐by‐doing approach. The experiment has met with some success. The results have been exciting and the lessons we have learned could have wide application, not only to the training of trainers, but to management in general. This article sets out to describe our work during the past year and to highlight some of our more important discoveries.
clerical and administrative training
Authors: GANE CHRISTOPHER
Published: February 2008

CLERICAL AND ADMINISTRATIVE JOBS ARE OF AN ALMOST bewildering diversity covering a wide range of industries, job contents and working conditions. This may be one reason why schemes of general clerical training have not had much success.
The new provisions for training in welding
Authors: WELLENS JOHN
Published: February 2008

The WELDING INSTITUTE was formed three and a half years ago by amalgamating the British Welding Research Association with the Institute of Welding. BWRA was a body devoted to the carrying out of research. The Institute of Welding was a profession institution. They were brought together in 1967 under the name of the WELDING INSTITUTE. Both parent bodies had been active in training, each for its own purpose. Bringing them together produced a new body strong in the training aspect, which saw its training interest in the area of the technician engineer, the technologist, the supervisor and the manager, rather than at operator level. Although the WI does not carry the words research association in its title, it is a formal research association deriving part of its income from Mintech grant. It is the body with the major research interest in its field. Director of Education: R. P. Newman, C.Eng. Chief Training Officer: L. M. Gourd, B.Sc. Address: The Welding Institute, Abington Hall, Abington, Cambridge. Tel: Linton (nr Cambridge) 591.
Using network analysis on a learning sequence or subjecting a syllabus to network analysis
Authors: WOOD A , WYANT TG
Published: February 2008

CRAFT STUDIES COURSES IN ENGINEERING ARE COURSES OF technical education for craft trainees. These courses have been designed for trainees in engineering and allied trades who are receiving industrial training based on the craft training recommendations of the Engineering, Electricity Supply, Iron and Steel and Shipbuilding Industry Training Boards.
Teaching office workers: a breakdown situation?
Authors: CANNING BW
Published: February 2008

It used to be said that the quickest way to empty the House of Commons was to start a debate on education. This is no longer so. Yet it is true that a teaching situation already serious, and becoming more so, has received little attention nationally. This is strange when the developing situation affects a substantial and growing part of the working population — the office workers.
The external catalyst in management training
Authors: HAGUE HRP
Published: February 2008

My previous article looked at what managers need to know and how they can best be developed: the purpose of this article is to look at how organisations as a whole can be trained and developed. The concept of organisation development has been getting wide attention recently; it has been defined as a planned change of the total system, managed from the top, to increase organisation effectiveness. Most of the literature to date has had an emphasis on the work of behavioural scientists, because they are particularly concerned with group workings, team building, and the definition and resolution of conflict. Our experience in Context Training had a different starting point, but led us to a very similar position. In seeking to develop an individual manager we frequently found it impossible to give him the chance to develop, unless we could change the circumstances in which he worked — this could mean changing his job definition, and possibly both his boss's attitude and the ground rules of the unit. Thus we soon discovered the need to start with the top management of any unit, and to work on the whole team. The concept of organisation development is not an easy one to explain, so this article will give four disguised case histories, and describe the difficulties encountered and successes achieved. The problems which emerge and the methods of tackling them vary widely, but there are these common factors: • An external catalyst was used • The whole unit was developed, although training was individually designed for each manager • The chief executive of the unit was personally involved • Contact was maintained over at least a year
The higher national diploma in business studies
Authors: GORE THOMAS
Published: February 2008

In 1962 nine sandwich course students were awarded the Higher National Diploma in Business Studies. They were the first graduates to be awarded the diploma and had been trained at the Liverpool College of Commerce (now part of the Liverpool Polytechnic). In 1967, 768 students passed the final examinations for the diploma. In the same year there were 4 364 students reading for this diploma. These are spectacular developments by any standards. They prompt the question — why? The Haslegrave Committee (1969) suggest a partial answer in para. 116.
A couple of dead words
Authors: HUGHES ALEC M
Published: February 2008

IT WAS A BIT OF BAD LUCK FOR THE SPONSORS THAT THIS NEW production of what was formerly the Special Films Division of AB Pathé should have had its press preview on 10 November, the day that the Rolls‐Royce crisis made news. For Rolls‐Royce was the subject of one of the three major examples of successful marketing around which this film was constructed; the other two were Simon Engineering and Viners Limited. The importance attached to their respective marketing performances was summarised by Trevor Philpott at the end of the film.
Furniture and equipment for the training centre
Authors: THOMAS R
Published: February 2008

The Industrial Training Act, and the Industry Training Boards which the Act created, have caused a dramatic increase in training activities in Britain. There has been a focusing of attention on to the need to improve the organisation, administration and management of training. There has, however, been less attention given to the need to create the correct environment in which in‐plant training, courses and lectures may be carried out. Accommodation, furniture, fixed and movable equipment all make an important contribution to the correct environment for both student and teacher; a correct choice can have a marked effect on the efficiency and effectiveness of a training department.