bluuebunny/crossref_metadata_2025 huggingface dataset:
THE DICTIONARY OF THE FUTURE
Authors: SINCLAIR JOHN
Published: March 2008

This evening I am grateful for the opportunity in this company of reviewing the state of the art of lexicography. It is an area of human skill and expertise which is not often discussed in public, and my hosts, the University of Strathclyde and Collins, are to be commended for offering this annual forum. Collins are also to be commended for their remarkable contribution to the practice of lexicography in recent years. Their bilingual dictionaries, as you must know, are market leaders, and Collins English Dictionary has established a new standard and style in monolingual lexicography.
The Libraries of the National Trust
Authors: Fuggles J.F.
Published: March 2008

The extent and nature of the book collections in libraries belonging to properties in the ownership of the National Trust are outlined. The problems of identifying and displaying these collections to visitors to the properties in relation to conservation and security of the books are examined. The identification and availability of individual works to scholars are discussed and longer‐term union cataloguing projects mentioned.
A Strategy for Biography Provision in Public Libraries
Authors: Spiller David
Published: March 2008

Biography and autobiography are among the most heavily used elements of a public library's bookstock, but their dual functions as information sources and as general reading material create problems of classification and utilisation. Libraries need to acquire the classic works in the genre. Some features are discussed which may help to define the works of genuine and lasting quality: the objectivity of the biographer; the occupation and celebrity of the subject; the extent to which the biography relates the public and private lives of the “biographee”; and the originality of treatment.
Some Aspects of Fire Safety in Libraries
Authors: Marchant Eric W.
Published: March 2008

The general principles of fire safety are reviewed and these are related specifically to libraries. The major elements of fire safety (people, buildings and fire) are examined and the specific components of these are discussed as they affect, and are affected by, library use and design. The contents of libraries in relation to fire protection are considered.
The London Library: A Study of its Early Rules and Regulations
Authors: Baker William
Published: March 2008

The original 1842 Constitution and regulations of the London Library are examined. How they reflect the government of the Library is discussed, emphasising the pre‐eminent role of the Committee over that of the Librarian. Aspects such as rights and obligations of members and borrowing privileges are also considered.
Subject Access to Library Catalogues in Scottish University, Central Institution and College of Education Libraries: A Survey
Authors: Crawford John C.
Published: March 2008

The findings of a survey of Scottish university, central institution and college of education libraries to assess present and planned subject access to their catalogues and whether online catalogues are likely to improve subject access are reported. The results are analysed and the findings discussed in relation to published studies of subject access in online catalogues. It is concluded that greater attention needs to be paid to subject access both by librarians in specifying automated systems and by system suppliers in responding to specifications.
Transborder Data Flow: A Review of Issues and Policies
Authors: Moohan Gisela , Morton Elizabeth , Rimmer Sally , Romano Giulio , Burton Paul F.
Published: March 2008

The ideal of unhindered transborder data flow (TDF) is shown to be unrealistic; numerous barriers exist, created by various factors. Four facets of TDF are examined: privacy and data protection, the role of the European Economic Community, TDF between the Eastern bloc countries and the West, and Third World reactions to the domination of TDF by the industrialised nations. International organisations have a major role to play in efforts to accommodate the conflicting aims of the individual, the state and the commercial organisation.
Scottish Library Expenditure in the 1980s: Trends and Variations
Authors: Mair Colin , Midwinter Arthur , Moxen John
Published: March 2008

Trends in Scottish public library expenditure in the 1980s are examined, and resource allocation procedures and national trends are discussed. The index used to calculate library material inflation rates are criticised and it is demonstrated that this leads to a misrepresentation of the basic expenditure pattern. The interpretation and implications of variations in spending between authorities are discussed.
Thinking about Management: An Approach to Self‐analysis for Library Managers
Authors: Hannabuss Stuart
Published: March 2008

Knowledge structures exist in various forms. Subject disciplines exemplify them and are characterised by substantive and procedural patterns of knowledge and methodological strategies. Ways of knowing and coming to know also exemplify them, and these are characterised by cognitive styles and factors like valuation and intentionality. Multi‐disciplinary subjects such as management in libraries and information services are typified by multi‐ordinacy in knowledge structures and multi‐paradigmacy among experts and practitioners. A research exercise was devised to elicit views of management from such experts and practitioners. In response to propositional statements about management, inferences about the conceptual underlays of practising library managers can arguably be made to illuminate decision making and the process of self‐concept management.
Manpower Aspects of Secondary School Libraries in The 6–3–3–4 Education System in Nigeria: The Case of Ondo State
Authors: Olubunmi Ogunleye Gabriel
Published: March 2008

The aspect of the Nigerian national educational policy which touches on the training of librarians and library assistants within the context of the secondary school is examined. The recommendations of Ogunleye and others of one teacher‐librarian and one library assistant as the minimum standard for secondary school library personnel in Nigeria were employed to carry out a survey of the manpower available in secondary schools in Ondo State. Eight‐four secondary schools participated in the study. Results show that most teacher‐librarians had no exposure to librarianship before appointment and that training has not been organised on the job to change the situation, in most cases years after appointment. Recommendations include arrangements whereby university libraries are involved in the training of teacher‐librarians and library assistants.
Expurgatoria
Authors: HOLLIDAY YVONNE
Published: March 2008

“CENSORSHIP should be left to the people,” said “Thinker” in the Daily Press, apropos of films, books, etc., and it was with this sentence fresh in mind that I surveyed the pile of books deemed by my predecessor as Not Fit For Human Consumption.
Library Economy Writers: The Contemporary Scene
Authors: BERWICK SAYERS W.C.
Published: March 2008

NEW horizons will open to us through and after the Hitlerite War. As libraries emerged stronger from the 1914–1918 war, so I have faith that they will hold their place, even if at times they have to struggle for it, in the economy of the world to be. That reflection lies behind the sobering thought that I have lived through the really developmental era of British librarianship. The eldest men around my youth were the men who founded the Library Association; and men more immediately my elders, then in early or middle prime—Brown, Burgoyne, Quinn and Jast—were the writers of its text‐books. I was to hear them all, and my own group, lumped into one category as “pre‐war” by the generation which became articulate after 1919; and to‐day by the irony of time this now in its turn has become pre‐war in relation to this other and it may be even greater war.
Grub Street
Authors: POWER WILLIAM
Published: March 2008

JOHNSON was in his middle fifties when Boswell was introduced to him “in Mr. Davies's back‐parlour,” and much the greater part of the Life deals with him in his sixties and seventies. The Johnson Boswell knew was the “Great Cham of literature,” a State pensioner, “on velvet.” “Slow rises worth, by poverty oppressed,” he had written. Of the struggle from which he himself had emerged we have a few glimpses, mainly from letters and the statements of contemporaries. But Johnson was not disposed to dwell on the subject, and Boswell's genteel remoteness from it is illustrated by his comments on Johnson's friendship with Savage.
Looking at Readers
Authors: HAY LORNA
Published: March 2008

FOUR o'clock! Two hours here, and only about twenty minutes' honest work done. That's the worst of public libraries, they're too entertaining. At ten minutes to two I left my comfortable room, with its demoralising furniture, and by two o'clock I had spread my books and papers over a considerable area of library table, and was feeling pretty efficient and ready to cope with the diplomatic eccentricities of Bismarck. At that moment the place was still almost empty, and, after noting that there was a new assistant librarian, and half‐heartedly making a few impertinent conjectures about her private life, I really settled down to work.
Culled from an Old Library
Authors: LOVETT TURNER M.
Published: March 2008

ALL ages have realised that for the betterment of life, meditation is necessary. If the books published during the sixteenth and seventeenth centuries are a criterion, then readers must have had more than their fair share, for who could wade through the ponderous tracts published during those years without allowing thoughts to wander!
Book‐hunting in our Day: Impressions of a Bibliophile
Authors: WEIR JOHN L.
Published: March 2008

ONE of the most remarkable features of the present century is the comparative cheapness of books, most noticeable in the case of the reprint, through the medium of which the public can, for the consideration of what, even today, is a small sum, become familiar with the greatest literature of all time. In the average home today there will almost certainly be found a good collection of new and attractive books in a great variety of editions. Students and serious readers have now no difficulty in building up adequate working libraries of their own, at no great cost and in a short time. In a word, pleasure, knowledge, and what we loosely term “culture” may be had for a modest outlay.
The Library in Fiction
Authors: GREEN MURIEL M.
Published: March 2008

MODERN novels are not as profuse as Victorian ones in the description of libraries in the home. In the last century a library, or at least a study well lined with books, was a necessary proof of the social standing of the hero, but not always of his education. This is not so noticeable in present‐day fiction, perhaps because with the advent of universal education almost every family has its collection of books and consequently the possession of a library does not impress the ordinary reader. To‐day the library is all too frequently considered important only as the scene of some mystery or gruesome murder. There are, however, a few authors, such as Edith Wharton, who reveal their love of reading in their delightful descriptions of books.
An Action Learning Trust
Authors: Revans R.W.
Published: March 2008

Many readers will have heard of the formation of an Action Learning Trust. In this article, Professor R. W. Revans, the creator of, and driving force behind The Action Learning Programme, explains what Action Learning means and why a Trust should have been established
Learning to be a Manager
Authors: Singer Ed
Published: March 2008

I was asked recently by a young man, who expected to qualify shortly at one of our Universities for a degree in Chemical Engineering, for advice as to what course of study he should pursue in order to qualify as a manager. Not surprisingly he was advised to obtain a position in a reputable company who would be prepared to sponsor his development as a manager.
Evaluation of Training and Education
Authors: Burgoyne J.G. , Singh R.
Published: March 2008

The need for educational and training activities is often regarded as self evident, and investments in them made as acts of faith. The aims of such activities are often ambiguous and, one suspects, differently perceived by different interested parties. Ambiguity over goals and lack of clear knowledge of how to achieve them and whether they are achieved are clearly closely related. Furthermore these phenomena probably also contribute to, and are contributed to by, lack of coherent strategies of evaluation of educational and training projects. If lack of clarity and consensus on education and training goals, lack of certainty about whether and how they are achieved, and absence of coherent evaluation strategies constitute a “vicious circle”, in which each problem is reinforcing the others, then building a coherent evaluation strategy may be the only point at which it is possible to break the cycle.
Fat Aunt Ellen
Authors: Stewart
Published: March 2008

It seems that training is moving from the training department into the realms of day‐to‐day management. More and more I meet trainers who tell me that the present emphasis is on getting managers to train—“coach” is the jargon term—their subordinates by day‐to‐day contact. The least honourable motive for doing this is to allow the training department to wither and die; more honourable motives are based on the assumption that, while the trainer may be an expert in learning theory, nobody knows the job like the man doing it; so let's use the trainers' expertise by getting them to help managers to transmit their insights to their subordinates. Whatever the motives, many people who had previously thought that training was something you sent people away for, now have to treat training as a day‐to‐day management job like any other. For them, and for the trainers who have to help managers to act as coaches, I would like to point out one or two aspects of their problem which can cause a good deal of wasted effort.
Transactional Analysis—
Authors: Kilcourse Tom
Published: March 2008

Transactional analysis (TA) presents a model of man which has found applications far removed from the psychiatric practice of Dr Eric Berne, its originator. TA theory posits man as a being having three separate, identifiable ego states, namely child, adult and parent. There are two senses in which the term “transactional analysis” is used: as a generic term covering several analytic elements, and as a specific term relating to the analysis of transactions between people. The main analytic elements falling under the generic heading are known as games analysis, transactional analysis in the specific sense, structural analysis and script analysis. This article uses TA generally in its broader sense
Training and the Organisational Context
Authors: Berger Mel
Published: March 2008

The beginning of a training programme is marked by the attitudes participants bring from their organisational environment about the usefulness of the training. There is the enthusiastic, keen, individual who jumps straight in; the neutral, cautious observer type; and the sceptical, even hostile, “prove‐it‐to‐me” type. Even when people are keen to learn, they may be unsure whether what they learn will be relevant and acceptable in their work setting. Although these attitudes often change during the programme, they exert a powerful effect on the course learning climate and on participants' readiness to involve themselves in the training. These attitudes are substantially influenced by the organisational environment from which the participants have come. An understanding of the nature and source of these attitudes can guide the planning of an overall management development strategy and the design of training programmes.
Management Development… some ideals, images and realities
Authors: Lawrence Gordon
Published: March 2008

Management development, in common with such terms as democracy and participation, has its meaning suffused with a sense of goodness; it is difficult to find a negative connotation. When, however, the activities, roles and organisational systems of management development are examined it is possible to differentiate among the ideals, images and realities of management development which brings us closer to the various meanings the term can have. Such an analysis may give insight into some important covert social processes of business enterprises.
Modular Systems of Nursing Education, Adapting to Limitations
Authors: Sims Alan
Published: March 2008

Over the years the education of nurses has moved from the position where student nurses could attend lectures in their own time, to a study day system and more recently a block system. Training in England and Wales is controlled by the General Nursing Council for England and Wales (GNC) through delegated authority from the Department of Health and Social Security. The Council shares a number of functions in common with Industrial Training Boards (ITBs). It finances basic nursing through allocation of funds provided by central government. It has an inspectorate role through which schools of nursing are approved, provides a syllabus and a recommended structure for training programme, and controls the setting and marking of the final written examination (State Finals). It also exercises a less rigorous control of practical examinations. Additionally it has a statutory responsibility for maintaining a register and a roll of trained nurses. Registered nurses have undertaken a three‐year training leading to qualification in general, mental, mental subnormal or sick children's nursing. The enrolled nurse has undertaken a two year course. Those in training for registration are referred to as “students”, those for the roll are “pupils” and collectively the term “learners” is used.
Training Management Development Advisers in Local Government
Authors: Molander Christopher , Sheldrake Mark , Trafford Vernon
Published: March 2008

During the past two years there have been a number of radical changes in the political, economic and social environment within which local authorities have had to operate. This has placed new pressures and demands both on managers and on local authority organisations which have inevitably affected the attitude towards management development. It is significant that for a period of many years most local authorities have been allowed to evolve a management structure and style within a relatively stable and predictable environment. Then two years ago, the major reorganisation of local government created 422 new local authority organisations (with the exception of London) creating changes in function, boundaries and personnel which were manifest in reorganised structures, policies, management styles, working groups, roles and relationships. Since the reorganisation there has been a series of significant changes in the environment which seems to be part of a continuing trend placing greater emphasis and demand on the individual's ability to manage change at all levels within the organisation.
Behaviour Analysis in Training
Authors: Fordham Michael
Published: March 2008

The authors set about filling this gap for trainers with a full, detailed and sometimes discursive account of the way in which they have developed their own version of behaviour analysis and made use of it to produce not only “new and effective interactive skills training”, but observational data sufficiently objective for research purposes. It was not their intention, when they started their project on a new approach to interactive skills training under the sponsorship of BOAC/Air Transport & Travel Industry Training Board, to use behaviour analysis as their key technique. Indeed, they hit on it almost accidentally and had reason to modify quite considerably the early work done in this area by Bales. However, they acknowledge that the technique has now become the “spinal column” supporting both their training developments nd their research activities.
Creative Thinking
Authors: Ryan J.F.
Published: March 2008

How do you react to these statements about creativity? There is at least an element of truth in each of them. Let us examine each in turn.
Clerical Skills Training:
Authors: Ketchley Paul , Anderson Nick
Published: March 2008

Local Councils get stick from the Press. One of the main areas of criticism is the lack of social skills of people dealing with the public. There are a lot of reasons for this. One is that Councils are relatively unadventurous in staff training; another is that Councils are such diffuse organisations that they present problems to the trainer trying to produce a standard course.
Advisory Training in Ghana
Authors: Kidd David , Hagarty Jack
Published: March 2008

We start with a story about an extension worker with the Ministry of Agriculture (MOA). Although this story is fictitious it is based on real life experience. The story sets the stage for a discussion of a Short Course in Extension that was developed for the MOA by the University of Ghana Agricultural Extension Department. Now we would like you to meet Kofi.
Learning to Cope with Change:
Authors: McGivern Chris , Broomhall Mike
Published: March 2008

This request for advice came from our prospective client at our first meeting with him. He was the managing director of a small, 150‐employee manufacturing firm. This article is about the project (he and his managers christened it “The Change Programme”) which we carried out with them over a period of 18 months. This article is mainly concerned to describe what happened, what we did and why. It is also concerned with the implications for management and OD practitioners. It highlights some of the intervention problems we had both in terms of personal competence and the strategies used during the project.
Project Training for Managers —
Authors: Casey David
Published: March 2008

Confusion about project‐training is bound to arise because of an inherent paradox. The paradox is this: the project itself is central and crucial to any learning. At the same time the project is irrelevant and merely a vehicle — a means to an end. In this article David Casey argues that unless we accept this paradox we will not be able to devise the best context for project training to be effective.
The Training Manager's Role in Stress Management
Authors: Marshall Judi
Published: March 2008

Stress is a topical subject. There is no escaping its increasing coverage in both popular and academic literature. Both public and government concern is growing as the short‐and long‐term effects of stress for the individual, his family, the company he works for and even the national economy are being realised. As a researcher in the area, I am glad to see this surge of interest and although action to do something about stress is lagging behind, there are signs that this too is developing.
Co‐operative Learning in Management Education
Authors: Williams Graham
Published: March 2008

Co‐operative Learning is one of the major process aspects of the Diploma in Education Management course at Sheffield City Polytechnic. It is not part of the cognitive content of the course but it is central to the underlying philosophy of the course. Indeed most management courses (and other courses) would I believe benefit from using the concept of co‐operative learning more explicitly. Our experiences in this area may be useful to others who have not considered it in quite the same way. Before describing how the process developed — a word of warning. Our experience is not a blueprint for others. Co‐operative learning is a dynamic idea. Each learning group is different from every other learning group. The direction which co‐operative learning takes, will and should vary from group to group. However our experience considered within these constraints may help others to foster co‐operative learning more effectively.
A Framework for the Design of Management Learning Events
Authors: Binstead Don
Published: March 2008

This article starts from the notion that management learning events can be designed. The design may be very specifically for one group of people (what might be termed a bespoke event) or for more general use. It may also be something new or merely a slight re‐hash of what has been done before. The article puts forward some ideas and a model which are relevant to all the design situations mentioned above.
Developing Role Awareness in Safety Observer Training
Authors: Clyde Cecil , Kurtz Hans‐Jürgen
Published: March 2008

Many companies in industry concentrate a lot of energy on drawing up training programmes which tackle the difficult problem of making workers conscious of the dangers confronting them in their place of work. Many programmes include aspects of accident prevention dramatically illustrated by “what happens when …” situations, appeals to safety observers to drive home to fellow‐workers the necessity of wearing goggles, ear plugs, safety shoes etc. In other words, the primary task of the safety observer is to observe skilfully and prevent unsafe acts which could endanger health and safety at work. How often, however, is the safety observer himself fully aware of the role which he has accepted? How beneficial can role‐awareness be in carrying out safety training measures at shop‐floor level? Finding an answer to this question was, for us, the basic part of a new approach to safety training which was to be tested with a group of safety observers in one of our production plants.
The Participation Contract
Authors: Beck John , Martin Kevin
Published: March 2008

Warr and Wall, when examining participation in decision making, conclude that much of the research has been devoted to subordinate attitudes to participation with little attention being focused on the well‐being of the manager. This is often threatened by increasing employee influence. They conclude: “Future progress may be greater if research shows a simultaneous concern with both parties' wants and with practical experiments into their reconciliation.”
Managerial Effectiveness and Management Education
Authors: Bennett Roger , Langford Vicky
Published: March 2008

An underlying assumption of all management education has been that exposure to the theories, concepts and techniques of the various disciplines and functions of management will help managers do their work better. In short, the result should be more effective managerial practices. During the 20th century, management education has adapted to new developments and insights generated by research and experiment. The principles of scientific management were mellowed by the findings of the Hawthorne experiments; the Human Relations School built upon the Hawthorne work gave way slightly as quantitiative decision making grew; and the concepts relating to the “psychologically mature” individual were developed by various contingency approaches, denying the previously held universals of management.
Training for Urban Management: The Case Study Dynamic
Authors: Wynn Martin , Taylor John L.
Published: March 2008

This article describes a case study research and training method currently being developed with the co‐operation of OECD in Great Britain and overseas. It is intended, ideally, for “in‐house” use in local authorities, above all with personnel actively involved in the urban planning and development processes. It can, however, be adapted for use in a variety of planning and management environments and contexts. We are essentially concerned, then, with providing the educational technology for helping local authority personnel to achieve a deeper understanding of their developmental role, and so contribute to an improvement in their urban management ability.
Closing a Factory—Managing Termination
Authors: Janssens L. , Vansina‐Cobbaert M‐J.
Published: March 2008

The work‐finding project got on its way and very soon answers started coming in. The response was much higher than expected. People answered even if at the moment they had nothing to offer, as if a general tendency towards cooperation had been created, and the concern for relocating worthy workers had spread through the surrounding organisations. Later on special attention was given to finding new jobs for those who were over 50.
Job Prospects for TOPS Trainees
Authors: Cain D.F.
Published: March 2008

The employment prospects of the UK's TOPS trainees who elect to undertake management training are examined through an analysis of the selection criteria used by employers in recruiting for managerial occupations advertised in Tyne/Wear local press during 1979. In particular, the influence of employers' attitudes towards age, experience and qualifications in compiling short lists for interview are assessed from the view point of people who see the training offered under TOPS sponsorship as a means of achieving entry to a managerial occupation. The results suggest that skill development through full time courses may have only a limited contribution to personal marketability which appears to depend heavily on relevant experience. The implications for current TSD policy and for the role of colleges of further and higher education are discussed.
Films
Authors: Jones Clive
Published: March 2008

A substantial library of film and video based training programmes has been established by CST Training Services, the specialist training division of Cygnet Guild Communications Ltd. With 35 titles initially, the material covers management, supervisory, sales, marketing, customer relations and financial subjects and emanates from two major US producers, Roundtable Films and Salenger Educational Media, plus CST's own productions for UK clients such as Cranfield School of Management and Structured Training Ltd.
Putting the Training into Endeavour
Authors: Cranfield Ingrid
Published: March 2008

What has canoeing to do with computer technology, abseiling with accounting or, for that matter, firing a shotgun with firing an employee?
Management Training and Its Effectiveness —
Authors: Blake Susan C.
Published: March 2008

At the beginning of the 1970s, the political decision was taken to integrate the public transport undertakings in a number of provincial conurbations into larger units. For historical reasons, in the conurbations there existed a number of public transport undertakings which were mainly operated as trading activities by locally elected councils and which were independent of each other and noncompeting, i.e. each operated within its own defined geographical area.
The Evaluation of Training Part I: Clarifying the Concept
Authors: Bramley P. , Newby A.C.
Published: March 2008

The idea of the training department as a passive provider of a menu of courses appears to be giving way to the concept of training as an active management function which contributes to the growth and development of the organisation. This notion has long been debated in the literature and is increasingly practised in organisations, under the twin influences of economic pressure and critical examination of effective learning methods. As a result, training managers' roles are changing and their political skills of boundary management (e.g. acquiring resources, exercising influence, building relationships, protecting their departments from pressures and threats, co‐ordinating activities with other functions) are becoming even more crucial to the survival of their departments as the latter become more exposed. It was in precisely these areas of boundary management that many of the ITBs failed and, in the final analysis, their problem was one of evaluation — the ITBs did not successfully demonstrate that they were making a valued contribution.
RESEARCH REPORT
Authors: Jackson John H. , Perry Janice A.
Published: March 2008

Professional managers in the training and development area go by many titles. The one we have chosen to label the position is Personnel Training Director. It was chosen because those words appeared frequently in our survey of titles. The words do not necessarily have a finer “ring” than some other more creative title entries, but they do seem descriptive.
Developing Tutoring Skills for Interpersonal Skills Trainers
Authors: Wright P.L. , Taylor D.S.
Published: March 2008

One factor which may limit the growth of interpersonal skills training is a shortage of skilled tutors to provide the feedback and guidance which trainees require to improve their performance. Effective tutoring requires both the diagnostic skills to establish what trainees should be doing differently to improve their performance and the interactive skills to put this over in such a way that trainees will accept and act on it. This article describes a model of the processes involved in interactions between people, which is designed to help tutors to identify the key “intervention points” where action can most effectively be taken to improve trainees' skills. This model is then used to show how, by means of role‐played tutoring practice, tutors' interactive skills can be improved in such areas as selection of an appropriate approach, structuring analysis and feedback sessions, verbal and non‐verbal behaviour and achievement of objectives.
Developing Managerial Effectiveness
Authors: Ellen Peter
Published: March 2008

Succession planning and career development are the two sides of a single coin. From a company point of view, there is a need to plan, as systematically as possible, how to replace its managers and other employees as and when they move (out of the company, are promoted or move into support roles). From the individual's point of view, he will be looking at himself and assessing, with differing degrees of realism, his prospects in the company — will he be promoted? Is he holding his own in his current job? Does he want a move in the company but outside his currently assigned task?
Occupational Analysis and Training
Authors: Shears Arthur E.
Published: March 2008

What is Occupational Analysis? Occupational analysis is a rigorous analysis and specification of skills and sub‐skills within an occupation. Various analysis methods have been tried, probably starting with the Swedish Sloyd method for organising manual training. From this system, which concentrated on purely manual skills, a revised form, sometimes called “course construction”, was developed in the US.
Japan: Crossing the Business Communications Divide
Authors: Holden Nigel
Published: March 2008

In October 1982 I was invited to teach Japanese to the managing director of a high‐tech company based in the North West of England. It meant in fact devising a specific 40‐hour course for him from scratch at the Manchester Business School. There were a number of reasons for this necessity. First, there was not (nor is there still) a satisfactory short introductory course on Japanese which caters for businessmen, secondly, Japanese was, in my opinion, not a language that readily lends itself to the so‐called direct method of tuition: hence I had to invent a way of teaching it so that the managing director — I will call him Ted — gained insights into the nature of Japanese as a decidedly non‐European human communication system|2|; further, I had to take account of Ted's own relationships with his agent and his customers in Japan. A final consideration was this: I could scarcely speak a word of Japanese myself!
The Corporate Response to YTS — Part I:
Authors: Joyce Paul , Woods Adrian , Hayes Mike
Published: March 2008

Youth unemployment is one of the most serious problems of the early 1980s. In 1981 one in six youngsters under 18 years old were looking for jobs. As the problem has worsened the emphasis of public programmes has shifted from attempts to reduce the level of unemployment to the provision of training alternatives to employment, such as the Youth Opportunities Programme (YOP) and the Youth Training Scheme (YTS). At present, the Government is committed to employer‐based, on‐the‐job training for school leavers.
Dissonant Views of the Manager's Role:
Authors: Knibbs John , Morgan Sandra , Toone Roland
Published: March 2008

In an article in this journal, Elliott and Knibbs[1] presented some preliminary findings about the relationships between the expectations of course members on Management Development programmes and those of sponsoring organisations and members of the educational institutions. The course members had been asked to rate their reasons for attending certain post‐graduate management courses and tutors' views about the ideal course member had been elicited. The article pointed out the possibility of a mismatch between actual behaviour of course members whilst on the course and that presented as ideal by tutors: it identified a lack of congruence between the career aspirations of course members and the views of sponsoring organisations. This present article presents some additional research, conducted by one of the authors, which has indicated some disquieting discrepancies in the relationship of course members and tutors of the Management Development programme.
Training Professional Production Engineers
Authors: Napper J.A.
Published: March 2008

Production engineering has changed extensively in the last decade and today as many production engineers are found in the non‐metal cutting industries as in the old traditional metal cutting ones. Even metal cutting techniques have changed with the introduction of computer‐controlled machine tools, computer‐aided design, robotics and the semi‐automated factory.
Paralinguistics:
Authors: Townsend John
Published: March 2008

There is an old adage which points out “it's not what you say, it's the way that you say it”. Of all the various types of “body language” that are currently being toted as conveying up to 75 per cent of the “real” meaning of any communication, paralinguistics have received the least attention. And yet, in Western European languages at any rate, the non‐verbal aspects of speech play an immensely important part in conveying to the listener what is really on a speaker's mind or what his “reality map” is like. Paralinguistics, or the way we say what is on our mind, can be divided into any number of headings but for simplicity's sake I have come up with seven categories — timing, emotional tone/inflection, speech errors, national or regional accent, choice of words/sentence structure, verbal “tics” and tonic accent. I will discuss each of these paralinguistic categories in turn giving examples and quoting research studies.
Evaluation as a Client Service
Authors: Harper Eon
Published: March 2008

Just as architects design houses, evaluators design evaluations. Although the way in which the actual construction of the building proceeds is of crucial importance, it is the design stage, which includes all the specifications for the types of materials to be used, as well as the aesthetic and structural qualities of the final building, which is critical to the well‐being of the project. There are important parallels which exist between the work of the architect and the work of the evaluator. Like the architect, the evaluator produces a design, but does not necessarily carry out what has been designed in practice—the implementation of the evaluation can be left to others. Equally, the evaluator, like the architect, often acts as a specialist consultant on behalf of a client.
A Framework for Training Influential Managers
Authors: Kilcourse Tom
Published: March 2008

Influencing other people's behaviour or attitudes is an activity central to the management role. Indeed it may be accepted by some as a reasonable definition of management—“getting things done through people”. Yet the question of the source of that influence is a complex one. The simple notion of power as the only, or even the primary, source does not stand up to close examination, not least because the manager has little or no power over most of those to be influenced. The figure varies, depending on which piece of research one believes, but 60 per cent is a fairly conservative estimate of the proportion of the average manager's time spent with people who are not subordinates. It is fair to expect that many of these contacts will actually have some power over the manager, who nevertheless has to influence their decisions or activity.
Life Business Training —
Authors: Bumstead Dennis , King David
Published: March 2008

Managers have a particular opportunity at the moment to tackle core business issues rather than relatively peripheral matters. The opportunity arises out of the prolonged series of upheavals which have replaced the relative economic calm of the 50s, 60s and early 70s. It arises because an increasing number of “hard‐nosed” managers acknowledge that supposedly “soft” issues, such as motivation, culture and values, are central to even medium‐term business effectiveness. This, of course, was the central conclusion of Peters and Waterman's In Search of Excellence which has reached huge numbers of managers with its sales of over five million copies.
Management Training and Organisation Development for Real
Authors: Berger Mel
Published: March 2008

Most of us know the “theory” about how people learn and about how to promote application of learning to the job. However, in practice, most of us have become expert in pointing out the reasons why expected pay‐offs from training did not happen:
Effectiveness and Efficiency in Industrial Training
Authors: Koehorst Piet , Verhoeven Willem
Published: March 2008

Companies spend a great deal of money on industrial training. In our practice as training consultants within the Netherlands Post and Telecommunication Administration, we come across many reasons why this training effort does not have the desired effects. This article is the first of a series of three in which we share the results of our field studies on this subject and our ideas for improving the effectiveness and efficiency of industrial training. The first article focuses on sources of ineffectiveness and inefficiency of training efforts.
Auditing Training
Authors: Bramley Peter , Hullah Heather
Published: March 2008

The article by Buckley and Caple which described the concept of the Training Audit seemed to us to be both interesting and stimulating. So much so that we used it as a discussion paper on two workshops designed to help training managers to evaluate training. When we were preparing for the workshops, we felt some unease with the scope of the article, and this was confirmed in the workshops themselves.
TRAINING NEEDS ANALYSIS — A MARKETING VIEWPOINT
Authors: Smith Barry , Delahaye Brian
Published: March 2008

For far too long, trainers have considered excellence in course design and presentation to be the “be all and end all” of training and development responsibilities. We have to break out of this comfortable cocoon of pleasant mythology and see training as it really is. Training is a service industry, depending upon customer satisfaction for its survival! Following well‐established business principles, the first step in gaining customer satisfaction is to identify customer needs and, by and large, trainers do this task inadequately.
AUDITING TRAINING AND DEVELOPMENT
Authors: Murphy Brian P. , Swanson Richard A.
Published: March 2008

There are many reasons for engaging in evaluating training and development (T&D). One reason would be to keep a complete, accurate, and detailed account of the satisfaction, learning, and performance resulting from every T&D programme. This is typically the view of the evaluation expert who sees evaluation as central to the T&D process. This view usually is expensive in terms of time and money.
ACTION FIRST — UNDERSTANDING FOLLOWS:
Authors: Martin Colin
Published: March 2008

This paper discusses the concept of training trainers in the skills they need to perform competently as trainers, and how they follow up their skills mastery with discussion on their new theoretical insight. The focus is on skills mastery first and then theory acquisition as a consequence.
TRAINING FOR QUALITY SERVICE
Authors: Watson Peter J.
Published: March 2008

It is interesting to see how the concept of quality service has changed over the past fifteen years. Not long ago, quality was nearly synonymous with luxury and personalised service, but this is no longer the case. We now know that quality can exist at all levels of price and service. The work of several writers has led to a reconceptualisation of quality and how it is regarded by the customer. Quality should be defined in terms of customer expectations.
ARE CONSULTANTS ENABLING OR DISABLING THE PERSONNEL FUNCTION?
Authors: Torrington Derek
Published: March 2008

Personnel managers are increasingly using consultants to make the development of human resources more efficient. There are risks involved, however, as consultants who are poorly selected and briefed, with their activities neither monitored nor reinforced, can disable the training effort in an organisation. Personnel managers need to be both knowledgeable and skilled if they are to make good use of this potentially valuable contribution.
SUCCESSFUL TRAINING IN THE INTERNATIONAL ARENA: THE INDONESIAN HARBOUR PILOT PROJECT
Authors: Wigglesworth David C.
Published: March 2008

The design and the presentation of training programmes in other cultures is fraught with pitfalls. Too often these programmes fail, not because of poor instructional skills or inappropiate course content, but rather, due to a failure to modify these methods and materials to match the trainees' cultural and perceptual framework.
International Physical Distribution— A Marketing Perspective
Authors: Stock James R. , Lambert Douglas M.
Published: March 2008

World business, multinational company, and world enterprise are all terms being used with more frequency as a significantly larger number of businesses become international both in philosophy and in scope of operations. For a continually growing number of firms, the entire world is considered a marketplace for their products.
Environmental Uncertainty Regarding Inventory Ordering
Authors: Brown James B. , Lusch Robert F. , Koenig Harold F.
Published: March 2008

An empirical investigation examining the environmental uncertainty regarding inventory ordering which confronts a retailer in dealing with its suppliers is described. Of particular interest is how this uncertainty impacts on retailers' behavioural relationships with their suppliers. The findings indicate that increased levels of environmental uncertainty regarding inventory ordering result in higher levels of retailer‐supplier conflict. Suppliers that can offer retailers better customer service in order to reduce environmental uncertainty can improve their relations with retailers and thus develop a more efficient distribution system.
The Transport Connection in Logistics
Authors: van der Hoop Hans
Published: March 2008

Looking at the transport industry, as distinguished from the transport function, a number of areas can be identified where changes are happening or are likely to hap‐pen. Changes, which will better connect the transport product to the goods flow system, and also changes which will improve the effectiveness of the transport function in the logistical chain. Both aspects will be discussed here.
Inland Waterway Freight Transport in the UK
Authors: Collins J.W.F.
Published: March 2008

Inland waterways play a much greater role in inland freight carrying in the United Kingdom than is generally realised. The purpose of this article is to show the extent of the underestimation of water transport and to outline the potential for future development and the problems which will have to be overcome to realise that potential.
Disciplined Buying: Hedge Against Competition
Authors: Wagner William B.
Published: March 2008

Purchasing continues to be asked to keep prices down while securing more and better services. Operating under rapidly changing conditions, purchasing personnel are experiencing anxiety due to constraints that are not easily controlled. Such uncertainty calls for improvements in operational and strategic purchasing. To buy more for less under such uncertain conditions requires considerable discipline in buying. Yet, it can offer a valuable hedge against increasingly stiffer competition.