bluuebunny/crossref_metadata_2025 huggingface dataset:
Advertising Budgeting — How Industrial Goods Companies Decide
Authors: Jobber D.
Published: February 2008

A number of studies have attempted to determine the methods used in setting advertising budgets of industrial goods firms. In 1965, a survey the British engineering industry revealed that 29 per cent of firms had no known basis for the calculation, 39 per cent used a fixed sum unrelated to sales, 28 per cent related their expenditure to the previous year's sales or the following year's anticipated sales, while 4 per cent used other methods. Three years later, research based upon 250 subscribers to the Industrial Advertising and Marketing Journal discovered that 71 per cent of respondents based their decision upon the percentage of sales techniques and a further 15 per cent used the affordable method. In 1975, a survey which covered essentially medium sized consumer and non‐consumer companies confirmed that the percentage of sales techniques were the main methods used, accounting for 46 per cent of these non‐consumer firms replying. Subsequently, however, a survey conducted into promotional activity in Britain revealed that the objective‐task method had gained ground and was the main method used in 38 per cent of firms selling industrial products in their sample.
Introduction to the 5th EFPS/EAPM International Work and Pay Conference
Authors: de Jong J.R.
Published: February 2008

In September 1980 the European Federation of Productivity Services and the European Association for Personnel Management held their fifth triennial joint international conference on work and pay in Amsterdam. The conference attracted 450 participants from 20 different European countries and Canada. The opening address was given by the Minister of Social Affairs of the Netherlands, Dr W. Albada, and during the three days of the conference 40 different papers on various aspects of work, performance and pay in these various countries were presented and discussed. This special issue of Management Decision contains a selection of these papers, restricted to those which were presented in English. Some of the papers which were presented in other languages have been translated and it is hoped to publish them in later editions of Management Decision.
Does the Cafeteria Plan Pay Off? An Empirical Research Study
Authors: Thierry Henk , Croonen Jules J.F.
Published: February 2008

IntroductionAt the fourth EFPS/EAPM International Conference on Work, Performance, and Pay (The Hague, 1977) the first author presented a paper on the general characteristics of the cafeteria plan in which, among other things, the need was stressed to gain more experience with “experimental applications” of the plan. As may be known, the cafeteria plan implies that each employee in an organisation may make choices each year among alternative options as to how he or she would liketo receivea predetermined part of his or her income. A wide variety of benefits are possible, at least in principle; for instance, a shorter working week, more vacation, educational leave, cash pay, additional health insurance and so forth. The options may be presented to the employee in a variety of ways, such as: a list of alternatives on the basis of which he designs his own package; a series of alternative packages out of which he may select one; and combinations of these. The spendable amount per employee per year is usually based upon the (“actual” or “nominal”)increase in his salary, including maturity changes (like experience and age), performance assessment and so forth. But another method, perhaps more appropriate in the case of a struggling economy, would be to allow an employee tore‐allocate a given part of his current incomein terms of his most urgent needs and preferences. Still another basis would be provided bythe difference between current and future incomein the case of promotion.
How a New Computer Based Capacity Register Offers a Vital Service for Industry
Authors: Willis Eric
Published: February 2008

Many companies have never faced more difficult trading conditions than in 1980. The combination of high interest rates, rapid inflation, a high value pound and a collapse of consumer demand has resulted in nightmare trading conditions for many companies. It also creates very adverse conditions for the development of new innovation and new enterprises, which are vital to Britain's long‐term prosperity.
Evaluating the Strategies of East European Car Producers in the UK Market
Authors: Stewart David , Hood Neil
Published: February 2008

Against a background of little published information on the strategies of East European producers, this article examines some of the overall objectives of such trade and offers a partial test of their effectiveness in one market area. Based on an empirical study undertaken for two car producers, the use of a particular cluster analysis technique allows a measure of their market segmentation in the UK. In spite of the severe constraints on many aspects of their strategies, the companies are shown to have established themselves in some unexpected market segments. The paper concludes by drawing some lessons for subsequent Western penetration from similar sources.
Influence and Trust of Members Within Small Firms
Authors: Savery Lawson
Published: February 2008

IntroductionIt was Mellinger who found that lack of trust between subordinates and their superiors was an important factor in preventing subordinates from communicating with their superiors. This therefore suggested that mutual trust must be high to allow open and honest communication. Further, Rosneret alin their research found that workers' participation in managerial decision making correlates highly with communication and through the mediating factor of worker influence as a group with trust in management.
Understanding Barriers to Product Innovation at the R & D: Marketing Interface
Authors: Millman A.F.
Published: February 2008

This paper is about relationships between R & D and Marketing personnel in industrial companies and their influence on product innovation. Emphasis is placed on the fundamental differences in outlook and some of the professional, organisational and task‐related problems which typically arise when specialists are required to work together. The approach is largely behavioural and advice is offered on ways of dismantling barriers and creating a climate for mutual understanding and constructive co‐operation.
Liveware or Real People? Using Human Resources in Information Handling
Authors: Orna Elizabeth
Published: February 2008

Information handling systems of all kinds are created by people, operated by people, and dedicated to serving people. Some systems make it hard to believe this proposition, and indeed, the use of human abilities has generally not received the same attention as either system analysis and design, or the development of information technologies. The term “liveware” which has recently appeared as a companion to “hardware” and “software” is a symptom of the poverty and naivete of thinking that too often prevails. Paradoxically, the more sophisticated the information technology used, the more important it becomes to use human abilities properly. Technology, no matter how advanced, cannot of itself improve poor information; and the “data capture” of high‐grade information is usually the activity in a computerised system which costs most because it demands the thinking power of highly qualified staff.
Comparative Consumer Research: The Next Frontier?
Authors: Wind Yoram , Douglas Susan P.
Published: February 2008

Comparative consumer research is one of the neglected areas of marketing and consumer behaviour. This article advocates the importance and contribution of comparative consumer research to the field of consumer behaviour. Following a brief discussion of the “emic”, “etic”, and hybrid approaches to comparative consumer behaviour, the article focuses on the major considerations in the design of comparative consumer studies. It concludes with a brief discussion of the consumer behaviour and marketing areas which can benefit most from a comparative perspective.
Quality Circles and their Transferability to Britain
Authors: Dore Ronald
Published: February 2008

Quality Circles in Japan Quality Circles not confined to quality matters narrowly conceived; groups can take up any project which conduces to the improvement either of the product or of the manufacturing process.
Predicting the Future Using Delphi
Authors: Paliwoda Stanley J.
Published: February 2008

Background The Delphi technique was developed by a research group at the Rand Corporation in the 1950s. Its main aim was to achieve consensus whilst stifling the effect of those who, regardless of position, could be expected to influence planning decisions. Delphi is used to deal with uncertainty in an area of imperfect knowledge. As there are no “correct” answers, a consensus of opinion is an acceptable second choice.
Negotiating a Foot into the Chinese Door
Authors: Warrington M.B. , McCall J.B.
Published: February 2008

For the West, the opening up of China has raised the prospect of a vast market for a range of goods and services and their associated technologies. For the interested observer, it has provided an opportunity to obtain answers to issues which, since 1949, have been a source of constant speculation. China, coping with one in four of the world's population and organised according to a unique political experience, can hardly fail to stimulate interest and curiosity. The open‐door policy, whilst undoubtedly providing answers to many questions, has also raised many more which show the degree of difference between East and West, indicating the efforts in understanding that will have to be made by anyone wishing to establish relations with the Chinese. A recent publication on Trade with China began with the following sobering comment:
Licensing Technology
Authors: Millman A.F.
Published: February 2008

“Know‐how is a sleeping asset — it lies hidden in people's heads, their desk drawers and filing cabinets — a potential source of income waiting to be packaged.” “Licensing know‐how effectively means selling your birthright and setting up future competitors.”
ACTION LEARNING
Authors: Revans R.W.
Published: February 2008

Knowing and Doing in Many Partnerships Long before there were any business schools or professors of management, back in the oldest of antiquity, the students of human progress had already concluded that to know such‐and‐such was identical to being able to do it. All of us, of course, have numerous acquaintances who say this proposition is nonsense, since they themselves know all manner of things without also being able to do them. For example, they “know” that if they were able to run the London marathon in less than two hours they would win it, but since they cannot run it in under five, then it is nonsense to say that to “know” and to be able to “do” are the same thing. Sophocles, who was five years old when his family friend, Miltiades, led the Athenians to victory over the Persians on the field of Marathon so long ago, had the secrets of action learning well before the hundreds of management consultants who have discovered it in the last 48 hours or so. In his play, The Women of Trachis, written between 420 and 415 BC, he says:
Action Learning: Kindling the Touch Paper
Authors: Revans R.W.
Published: February 2008

Where We Have Got To This is the fifth article about the essential character of all action learning, whether to help improve the care of the patient in hospital, to speed the flow of work through a precision engineering factory, to raise the morale of the tenants on a high‐rise housing estate in Australia, or to improve the storage of the rice harvest in the valley of the Ganges. Action learning makes us think systematically about what we are trying to do, and this series of articles takes us, from start to finish, down the “operational” track; it describes the sequence of stages we must go through, one after the other.
To Advertise or to Use a Recruitment Bureau
Authors: Cowton C.J.
Published: February 2008

Introduction The importance of effective recruitment can hardly be over‐emphasised. Errors can be offset, but at a cost, either by further recruitment, or by extra training and development. However, not only must recruitment be effective—it must also be efficient. This entails taking costs into account, although these are often difficult to control because budgets are notoriously difficult to set. However, given the amount of resources involved, it is surprising that not more attention has been paid by writers to the cost‐effectiveness of the process.
Applying Microelectronics to Manufacturing — The Need for Skills
Authors: Cross Michael
Published: February 2008

The first industrial revolution was born with the steam engine. It was the steam engine which changed, in a short period of time, almost every factory both in the United Kingdom and elsewhere. Historians tell us that the rapid uptake of the steam engine in Europe was made possible by British engineers. The installation and commissioning of each engine was accompanied by engineers who provided the necessary skills and knowledge needed by the purchasing company. In effect they acted as the bridge between the new technology of the day and the perhaps less technically able users of that technology.
Marketing in the Middle East and North Africa
Authors: Kaynak Erdener
Published: February 2008

The Middle East and North Africa is often viewed as a monolithic, homogeneous mass market. Of course this is not a true picture of the region and its people. At one extreme is Saudi Arabia with few people but tremendous oil wealth, and a small, although growing base for an industrial society. At the other extreme is Egypt which has 42 million people but no oil wealth; yet a trained workforce, the Suez Canal and basic economic potential. Between these two extremes are numerous variations; for instance Kuwait, a relatively free market, requires different selling techniques from nationalistic Iraq with its government/political purchasing policy.
International Technology Transfer in the Middle East and North Africa
Authors: Erdilek Asim
Published: February 2008

Introduction The importance of international technology transfer derives from the central role of technology in modern economic growth. The continuing diffusion of successive innovations, whether domestic or foreign in origin, whether product‐or process‐oriented, is essential to sustained productivity increases in any developed or less developed economy. On the micro level, both price and quality competitiveness of any firm either at home or abroad is ultimately determined by its innovative activities. These can be based on either self‐generated or acquired technologies. The long‐run viability and continued growth of a firm depend on its progression from a mere purchaser—adapter initially of all technology, to creator—seller eventually of at least some technology.
Social Innovation: An Imperative Need
Authors: Talpaert Roger
Published: February 2008

According to Herbert Simon—the first and only Nobel prize winner in the area of management studies—the human mind cannot function on more than a few consciously considered informations at the same time. What this means is that our thinking, our decisions and action are in fact based on a few actively considered informations, which happen to be around. A large number of assumptions, convictions and impressions, which are unconsciously taken into account, are also determinant, although they remain unquestioned. There is nothing wrong with this. We could hardly function otherwise, especially when we have to act under pressure of time. But there is an obvious danger: the world seems to change more quickly than it used to (and this is an understatement), and the risk is that some of these unquestioned (because unconscious) assumptions on which we act are no longer true. Since human nature tends to avoid the threat of change we may persuade ourselves to select for conscious consideration only the “safe” informations, those which are not likely to change, however marginal they may be. This is what the French scholar Louis Armand called “Entrer dans I'avenir à reculons”.
Corporate Culture and Corporate Success
Authors: White Jerry
Published: February 2008

When we speak of the culture of an organisation, we refer to the behaviour patterns and standards that bind it together. Some organisational cultures encourage productivity; many do not. Culture should not be confused with climate. Climate is the short‐term mood of an organisation. Unlike culture, it is fragile and subject to change. But culture — the sum of behaviour patterns and standards — is built up over many years. Culture is a unifying philosophy ethic and spirit; a set of superordinate goals. There is no such thing as “instant culture”. It is possible that a positive climate will erode a strong counter‐productive culture, but it will take generations. Other than changing virtually all management staff, there is no quick fix. It is almost always more productive to use the standards of the current culture, however alien to the organisation's goal, rather than to force‐feed new standards.
Changing Emphases in the Business World— “Multum non Multa”
Authors: Mageean P.V.
Published: February 2008

Introduction This article attempts to work back from the problems, uncertainties and complexities currently encountered by large organisations and selectively searches for contributions from available and appropriate theory to help practising management cope. The decline in the use of planning techniques developed in the 50s and early 60s is assessed, and the changing role of the planning function is studied in the broader context of strategic management. A critique is given on the search for theory which will relate to a business world of increasing complexity, interconnectedness and interdependency, and which will be understood by and acceptable to the practising manager.
Determining Consumer Responsiveness to Different Marketing Communications:
Authors: Kennedy Sherril H. , Setchfield Catherine M.
Published: February 2008

Introduction In his quest to maintain or gain market share, the manufacturer of branded goods makes various assumptions about potential customers, using his current knowledge to picture who they are and how they can be reached cost‐effectively. In essence, he builds on the socio‐demographic characteristics and assumes that people of a particular profile will respond to image, price, point‐of‐sale material, competitions or bargain offers. His decision is made and implemented and, provided the outcome is satisfactory, it is taken that the assumptions are correct. If the market reacts in an unexpected way, he deems that perhaps there were other variables which affected behaviour—or perhaps that his judgement was wrong—in which event he is apt to try another tack to see if that will produce the desired response. He works best on experience and rationalisation, believing that his inadequate knowledge of the market‐place is unavoidable and that he is doing the best he can in the circumstances.
Political Risk Management in Multinational Firms: An Integrative Approach
Authors: Yaprak Attila , Sheldon Keith T.
Published: February 2008

Introduction During the last decade, political risk assessment has gained significance as a decision‐making variable in multinational firms as the political under‐currents shaping the global environment have impacted international business strategy. Political discontinuities in Chile and Iran, rising waves of instability in Central America and the Middle East, the crises in Poland and North Africa, and the explosive external debt of developing countries have underscored the impact of political events on international business.
The Managerial Action Learning Concept—Theory and Application
Authors: Korey George , Bogorya Yvonne
Published: February 2008

Introduction It is becoming increasingly important for managers to be able to think and react effectively towards situations presented to them by the dynamic environment. The application of acquired programmed knowledge is no longer enough for problem‐solving or decision making unless supplemented with skills acquired as a result of work experience.
Strategic Human Resources Planning: an Orientation to the Bottom Line
Authors: Cassell Frank H. , Juris Hervey A. , Roomkin Myron J.
Published: February 2008

Recognising that strategic planning decisions hold important implications for the personnel function, practitioners, consultants and academics have begun to look for a way to relate the personnel function more closely to the strategic management of the business. One solution which has attracted a great deal of attention is the concept of strategic human resources planning.
A Decision‐making Approach to the Avoidance of Foreign Currency Risk
Authors: Ferguson P.R.
Published: February 2008

British industry is being exhorted continually to increase its exports. If this occurs, more and more companies will be exposed to the financial risks caused by currency fluctuations. Many companies will be exposed to such risks already, because they use imported materials, equipment or services. Such companies may not be alerted to their currency risk until their costs increase substantially and unexpectedly due to a movement in exchange rates.
The Development of General Managers: Some New Zealand Evidence
Authors: Dakin S.R. , Hamilton R.T.
Published: February 2008

The transition of functional specialists into general managers is recognised as a priority area for management education. This article is concerned with those factors and events which general managers themselves regard as having been the main influences on their careers. It addresses the following questions: what skills do general managers acquire as they develop, how are these acquired and how important is management education in this process? The findings should be of interest to aspiring general managers and those charged with identifying and grooming these managers.
Endurance in Love with the Company: A Japanese Case
Authors: Suzuki Norihiko
Published: February 2008

The transferability of the Japanese management system to the American business environment has recently provided a focal point of argument among Americans. This signifies a drastic change of trend not only for members of American business and management science, who have been accustomed to thinking that they are leading the business of the world, in every sense, but also for their Japanese counterparts who have been following American business and theory. The introduction of Japanese style management is one thing but its practical application is quite another matter; as an old Japanese proverb says, “You carve the statue of Buddha but do not put the spirit in it” (Hotoke tsukutte Tamashii irezu). Without understanding the minds of Japanese businessmen working in Japanese businesses it is of no use, and may even be dangerous, to argue about the transferability and workability of the Japanese type of management in the US.
On the Social Responsibilities of Business: Contra Milton Friedman
Authors: Liechty Daniel
Published: February 2008

Product availability, product price, product safety, wage levels, pollution levels and many more issues directly affecting the social community are the results of policy decisions made by business. Yet the social responsibility thereby incumbent on business is one which is by no means universally acknowledged by the decision makers, some of whom maintain that such policy decisions must centre primarily on the strictly economic consideration. This view has found a spokesman in Milton Friedman, a prolific writer on the subject, whose essay, “The Social Responsibility of Business is to Increase its Profits” serves as perhaps the clearest statement of this view. The purpose of this article is to examine the arguments of Milton Friedman and to refute them.
Distribution Planning
Authors: Christopher Martin
Published: February 2008

How many companies could benefit from a system where marketing was selling the same thing that manufacturing was making, that inventory was replenishing, that finance was budgeting and that customer service was promising? Distribution planning may hold the key.
Marketing Planning and Customer Policy
Authors: Giles William
Published: February 2008

Marketing planning cuts corporate boundaries and traditional demarcation lines, to leave the customer as the final judge of the effectiveness of the process. In the second of Management Decision's series of articles initially addressed to the financial services industry, William Giles argues its significance.
White Collar Productivity Measurement
Authors: Schroeder Roger G. , Anderson John C. , Scudder Gary D.
Published: February 2008

An existing effective system of productivity measurement is desirable if productivity improvement initiatives are to take place. Yet amongst white collar workers, productivity measurement tends to be ill‐defined and often non‐existent. This article outlines a framework within which managers can measure white collar productivity.
Gearing up for Change
Authors: Humphrey A.S.
Published: February 2008

Team Action Management is a system of management designed to speed up change within an organisation by overcoming the psychological barriers to innovation and team work. Based on empirical research and practical experience, it overcomes the way in which businesses are often prevented from changing because they are unable to make effective use of the expertise they have.
Management of Working Capital: A Neglected Subject
Authors: Pass Christopher , Pike Richard
Published: February 2008

Economic recessions have severely stretched the financial resources of many businesses. One result has been to focus attention on the management of working capital in companies that have often had to remain solvent by shrinking.
The Reform of Local Government Finance
Authors: Hepworth Noel P.
Published: February 2008

An alternative system of local government finance is proposed based on two taxes—property and residents'—to finance different types of services and promote local accountability and decentralisation.
Quality Circles: The View From Within
Authors: Dale Barrie , Barlow Eric
Published: February 2008

Quality circles are now a worldwide phenomenon but their survival depends on many factors. Some of the problems faced by quality circle facilitators were highlighted by this research in the NW of England.
From Strategy to Sales
Authors: Kashani Kamran
Published: February 2008

The transition from marketing strategy to selling is seldom smooth. Too often it is left to chance but successful business results depend on effective management of this transition: coherent and consistent policies, and good communications all along the line from marketing executives to field salesmen.
Stress Management
Authors: Hall Kenneth , Savery Lawson K.
Published: February 2008

Stress can be a major cause of inefficiency: the most common reason for shoddy or insufficient output and absenteeism. The study of stress and methods of overcoming it must be given attention in the training of current and future executives.
Managing Operations: Into the 1990s
Authors: Goodridge Mark
Published: February 2008

The effective management of advanced manufacturing technology dictates changes in managerial style and approach from a control to a commitment orientation in the workplace.
The Systematic Approach to Buying
Authors: Wagner William B.
Published: February 2008

Industrial buyers must help keep prices down while securing better services: to buy more for less requires considerable discipline but may be a hedge against competition. A systematic approach is increasingly attractive.
International Supply Chains: A New Approach
Authors: Houlihan John B.
Published: February 2008

What were once considered mere logistics have now emerged as significant issues of strategic management.
Why Large Corporations Must Change
Authors: Norburn David , Manning Kingsley , Birley Sue
Published: February 2008

Worldwide economic decline, rampant inflation, floating exchange rates and the rise of the Pacific Rim countries mean that businesses in the Western World must adopt a different strategy.
Decision Making for a New Work Culture
Authors: Harris Philip R. , Harris Dorothy
Published: February 2008

The ten hallmarks of a post‐industrial organisation are outlined.
Implementing Marketing Strategy
Authors: McTavish Ronald
Published: February 2008

Marketing strategy must be designed and implemented in a total‐organisation and systemic way to succeed.
Effective Time Management
Authors: Saifullah Ed , Kleiner Brian H.
Published: February 2008

Time is an invaluable resource which should be used effectively and productively.
Personal Professionalism: The Key Resource for the Bottom Line
Authors: Wills Gordon
Published: February 2008

When Europe becomes a single market, success for banks will be determined by how professional their managers have become.
Management and Interaction Strategy
Authors: Borwick Irving
Published: February 2008

How does the interaction between two or more people affect their performance? Is there one strategy which is more effective than another in promoting positive interaction? Can one be more effective as a manager through employing specific strategies and is there a lost potential from the use of ineffective interaction strategies?
The algorithm
Authors: UNWIN ALAN
Published: February 2008

The algorithm is a modern programming technique for explaining complex procedures and complex decision‐making tasks such as fault diagnosis. It is a tool of great but, as yet, largely‐undiscovered potential. It has great possibilities in the clerical field and already has wide application in the field of complex maintenance procedures of all sorts. The algorithm has a very special niche in the technology of training: it can communicate certain procedural and diagnostic skills where other communication media fail.
Management schools and industrial training
Authors: KENNEY JPJ , MARSH PJ
Published: February 2008

Time was — and not so long ago either — when the function of the technical college in the management field was to lay on a collection of courses carried out wholly within the college. It was as though the college decided, autocratically and independently, on a programme of courses which it placed in its shop window and then waited for customers to turn up and buy. This system failed for the simple reason that it didn't work although in too many colleges this attitude still survives. Now a revolution is under way: the colleges are finding a new role. It is one based on the consultancy principle leading to a close relationship between college and firm out of which grows a meaningful and relevant joint training exercise. This form of co‐operation is available to any firm that wishes to engage in it. For those firms anxious to develop good management training but lacking the expertise to carry it out here is a way in: help is close at hand. Perhaps most important of all in this article is the explanation of how a college can help to reveal true training needs at the management level.
A look at the industrial training act
Authors: PERRY HERBERT
Published: February 2008

For almost a decade I have been a student of British developments in industrial relations and industrial training. During the same period I have been involved in these fields in the United States, particularly in California. California has been expanding at a very rapid rate in the areas of general education, higher education, and technical and vocational education. Consequently my point of view is that of a Californian as well as an American. We have many ‘Scotlands’ and ‘Wales’ in the United States: the quantity and quality of industrial training varies tremendously from one part of the country to the next. This makes it very difficult to say without considerable qualification what is being developed in America. However, there is a growing movement to establish an effective national manpower policy including industrial training and because of this what is being done in Britain is of considerable interest to those in the United States who have responsibilities in this area.
Films for management training
Authors: WELLENS JOHN , HUGHES ALEC M , BROUN MYRON L
Published: February 2008

THE NEED FOR GOOD MANAGEMENT TRAINING FILMS THE IMMEDIATE ROAD AHEAD IN THE TRAINING FIELD is becoming very clearly defined. There is great satisfaction with the progress made over the past four years or so with operator training and manual skills training generally. Now well on the way, this training activity will continue, becoming in the process both more widespread and more refined.
Dr HL Haslegrave on the HASLEGRAVE REPORT
Authors: Haslegrave H.L.
Published: February 2008

REASONS FOR REVIEWING THE EDUCATION OF TECHNICIANS The word Technician has been used for very many years without being given a precise meaning, but the recognition that there are groups of people carrying out types of work that can be given a general connotation — Technician work — has evolved gradually. The earliest recognition came in the electrical engineering industry, but recognition has now spread to other branches of industry, and to other activities in the life of the nation. The White Paper issued by the Ministry of Education in 1961, Better Opportunities in Technical Education, gave a lead to the technical colleges in designing courses of technical education specially for technicians. During the years following the issue of this White Paper, a great deal of attention was paid by teachers, training officers, industrialists and ministry staff to ways of implementing the recommendations contained in the White Paper, and particularly to shaping national certificate, national diploma, and City and Guilds courses better to meet the requirements of technicians. Although most of this attention was given to science‐based occupations, appreciation gradually developed that in commerce, business and service industries there exist also types of work that have responsibilities and requirements, of a similar nature, though differing in kind, to technician work in science based industry.
What is wrong with your selection procedures?
Authors: PENDLEBURY CHRIS
Published: February 2008

Many companies today are concerned to increase the effectiveness of their personnel selection procedures. The more money a company invests in the training of its new employees, the more certain it needs to be that its newly appointed employees have been wisely chosen. Yet, when personnel and training officers are asked how they know that their selection procedures are faulty and what exactly is wrong with them, they are often extremely vague and imprecise in their replies. If you can answer the questions below, you may be some way towards diagnosing your selection problems and arriving at some solutions.
The planning and programming of project assignments in business studies
Authors: NELSON JOHN , MATHEWS STAN , APPLETON DES
Published: February 2008

Increasingly project work plays a key part in college courses leading to qualifications for business and management jobs. At one time colleges were content to offer courses based entirely on lectures. Nowadays, in the field of training for management and business, this approach is seen to be seriously inadequate.
Training boards and the small firm
Authors: MORGANS NANCY
Published: February 2008

Almost suddenly the small firm is news these days. Despite a tendency for the national and management press to highlight events concerning mergers and acquisitions of ever larger companies, there is also a prevailing preoccupation with the plight of the small firm. Variously defined as having less than 25, 100, 250 and 500 employees, we are particularly concerned, in this article, with the under‐100 firms. On present trends in terminology we should just about be getting round to styling them the ‘mini’ firms.
Developing the practising manager
Authors: SWIFT DENNIS , GRATION DAVID
Published: February 2008

This article outlines a programme which has been little publicised, which is practical in concept and economic in operation and which can create lively and rewarding co‐operation between colleges of further education, operating companies and company HQs.
Management development in the food distribution industry
Authors: SIMPSON J R
Published: February 2008

Every industry has problems in training and developing enough managers capable of keeping pace with changing needs and increasing pressures but few can have had to meet changes so sudden and radical as those which have faced the food distribution industry in the past decade.
Cost effectiveness
Authors: GORE THOMAS
Published: February 2008

Higher education is expanding explosively: such is the scale of the rising demand that it could require the creation of 400 000 additional places in the universities and polytechnics by 1980. High policy decisions on these matters will have to be taken by the Government during the next six months. Some guide to future policy was to be seen in the debate in the House of Commons on the White Paper on Government Expenditure: at the moment the Government does not propose to make available the financial support which such a massive expansion would call for. One question which now arises is this: can this expansion be provided within our present resources? A White Paper setting out the projections of student places for 1980 and the basis on which they were formulated is expected in April 1970. A Green Paper setting out the options for policy is expected in December 1970. In June the Association of Teachers in Technical Institutions meets in Harrogate and will consider the topic of efficiency in higher education. It is against this background that Thomas Gore has set out the issues.
Training business executives in the use of foreign languages
Authors: Rhys‐Jones Geraint
Published: February 2008

For far too long British executives abroad have expected their European counterparts to speak fluent English. This is, I believe, the legacy of the time when Britain's goods were sought over the entire world. The end of that seller's market had arrived by the turn of the century and certainly by the first world war. And yet, even with Britain's entry into the Common Market looming ahead, many companies are still sending to the Continent executives who have had no formal training in any language since leaving school: they do not speak or write any foreign language at all.
Changeover to metric
Authors: HUGHES ALEC M
Published: February 2008

LORD RITCHIE‐CALDER, CHAIRMAN OF THE METRICATION Board, has summed up its functions in the following way:
Selection or training problem?
Authors: PENDLEBURY CHRIS
Published: February 2008

If one of our training programmes is not fully satisfactory, what steps should we take to put things right? Should we attempt to improve the quality of our training on the assumption that we have recruited the right trainees to the course? Or should we attempt to improve our procedures for recruiting and selecting trainees to the course on the assumption that our training is of a sufficiently high standard? In this article I shall be concerned to show how we can decide whether we have a selection or a training problem on our hands.
Professor Frederic Herzberg on management of motivation
Authors: WELLENS JOHN
Published: February 2008

SO HERE WAS A RARE OPPORTUNITY TO SEE IN ACTION THE great Frederic Herzberg himself—in person. The huge assembly which turned up to savour the experience and paid for the privilege came, one imagines, as much to see the man as to absorb his message. If this were so then the delegates got their moneysworth. Ten times larger than life; incomparable actor; inordinately vain; highly gifted in communicating to the point of playing to the gallery; amusing, entertaining, but above all else persuasive and rational, here was a representative of that breed of men which has revolutionised, within the past decade, America's thinking about human effort in the work‐place.
The ABC of decimal money training
Authors: WALSH BILL
Published: February 2008

Mr Walsh has already accumulated a great deal of experience in training for conversion to the new currency. In this article he presents his views on the problems and suggests an action programme.
Budapest to Brighton
Authors: HUGHES ALEC M
Published: February 2008

From 9–17 April I was serving on the International Jury of the 5th Technical Film Festival in Budapest, and was one of the four speakers at the Roundtable Conference which was an integral part of the proceedings. From 1–4 June I was reporting on the British Industrial Film Festival, held for the second year in succession at Brighton. The two occasions provided interesting examples of different approaches to the presentation and use of industrial films.
Structuring the training project
Authors: COLQUHOUN JC
Published: February 2008

THE USE OF PROJECTS FOR TRAINING PURPOSES IS INCREASING rapidly (note the number of people now writing about it) and the method is now being fairly extensively used both in industry and in education. In many cases, however, it is used as little more than a sort of do‐it‐yourself training kit whereby the trainee is given a topic or a problem and left to his own devices; if the result is less than satisfactory then it is the fault of the trainee and certainly not the fault of the training officer! If the training officer is to use the project as a TRAINING method then he will have to be involved all the way through and not confine himself to a few comments handed out during the project review. In fact, the whole project will have to be very carefully planned and structured so that the trainee's progress is continually monitored, thus enabling the training officer to prompt, encourage, guide and advise. The training officer must do this if he is to assist in the learning process and not merely chronicle it.
The language laboratory‐an expensive toy?
Authors: SLEEMAN ROGER
Published: February 2008

Most people in this country have read or heard of the language laboratory. Surprisingly few, even of those involved in training, fully understand what it is and does. Probably no piece of educational equipment has ever enjoyed such publicity and yet been so misrepresented, misunderstood and, consequently miscast.
Too many physics PhDs?
Authors: HUTCHINGS DONALD
Published: February 2008

This year and next a larger percentage of PhDs are going to have to get jobs in industry. But most companies do not really want the sort of physicist turned out by the universities. The easy solution is to cut back the number of PhDs, but a more effective alternative would be to train PhDs in a manner more useful to a large number of employers.
Task forces and training in participative management
Authors: HIVES PA
Published: February 2008

The leaders of almost every kind of institution — business, government, church, professional body, university, school, even the family — are learning that there must be more effective involvement by the members of the institution if it is to remain a cohesive unit. But in some cases, the attempts now being made to give people more involvement in the making of decisions that affect them may fail because they offer involvement without influence. The Task Force concept assumes that a good manager is innately a problem‐solver and that to restrict his involvement in the real problems which affect him is to deny him the fulfilment of a fundamental human need. This team approach has proved to be a practical way of meeting a real need by offering involvement with influence. In this way, the Task Force, particularly in the context of management by objectives, has proved instrumental in improving the effective use of that most scarce and poorly used resource — management talent.
application form design
Authors: PENDLEBURY CHRIS
Published: February 2008

When one sees the application forms of some organisations, one is led to wonder how they ever manage to obtain any applicants. The scanners of the job advertisements in the newspaper may without too much difficulty be enticed to send off a quickly‐written letter for further details and an application form. But when they receive the requested form and find that they are asked at length and in badly worded English for much seemingly irrelevant information, several of them will opt out and decide that it is worth remaining in their present organisation a little longer.
management development‐establishing a policy
Authors: FARNSWORTH TERRY
Published: February 2008

A progressive organisation, particularly if it is expanding, finds itself utterly obliged to spend time and money on management development. Among other reasons, if it does not do so, it is unlikely either to retain its most able people or to attract men of high potential. In today's increasingly competitive conditions, management development is no longer a luxury, the plaything of a few indulgent industrial titans. It is a necessity for survival and a pre‐requisite for growth. But what is management development and what are its rightful concerns? How can a company establish a soundly‐based development programme which embodies business‐like philosophies and attitudes? Is it merely a question of providing a conveyor belt of training courses, both internal and external — the so‐called factory farming approach? Or is it an altogether more subtle and complex process in which courses and seminars form only the tip of the development iceberg, while the real action, as always, takes place in the gruelling arena of the job, with all its built‐in challenges and opportunities? These are the questions which this article seeks to answer.
The future of training officer courses
Authors: CRESWICK CL
Published: February 2008

In the previous issue, Mr John Hughes, Senior Lecturer in Industrial Training at the Manchester Polytechnic, examined some of the problems faced by colleges in running Introductory Courses for Training Officers and suggested possible developments in the light of recent comments. Over the last twelve months, articles and letters have appeared in the professional press expressing the views both of experienced training staff and of academics running such courses, but in the main the consumers have not joined the debate. The author's intention here is to express one such view, a purely personal view from the third side of the triangle comprising academic staff — sponsor firm — course member. The view is based on experience of the course run in the spring of 1970 by the Department of Management Studies at Manchester Polytechnic. The comments made are generalisations from the particular, but this is perhaps permissible, since it is certain general features of the introductory course, and not its particular form at Manchester, which merit debate.
The participative principle in apprentice development
Authors: HOLROYDE GEOFFREY
Published: February 2008

When one talks to groups of apprentices, or trainees — or indeed to any group of youngsters in industry — no matter from which firm — and it applies to both the graduates at one end of the scale and the sixteen‐year‐olds at the other — one finds a depressing situation, particularly if the young men are off their guard and speaking honestly. They are, in the main, soldiering through their training period, putting up with a lot of boredom, enduring college periods which frequently seem to have little meaning more than the route to an essential academic hurdle, and feeling in general that the firm hasn't much interest in them, nor they in the firm. The training manager, probably one of the few people who does want to take a proper interest, is looking after far too many lads to cope, and is bogged down keeping the mountain of records required to run the system and satisfy the training board. One finds that the apprentice association has degenerated into a struggling body of dedicated committee members who try to whip up enough enthusiasm to run the odd dance or sporting event — largely ignored by the top managers. Can we not turn this association of young men into something which helps them to help themselves, and which helps the firm at the same time?