bluuebunny/crossref_metadata_2025 huggingface dataset:
Some thoughts on higher education
Authors: Tolley George
Published: February 2008

1974–75 will be, it is expected, the last full year of existence of the polytechnic in its present form, for the merger with the Colleges of Education to establish the new Sheffield City Polytechnic should be effective during the 1975–76 academic year. Only five years have elapsed, therefore, since the initial designation of the polytechnic and another substantial reorganisation is upon us. There are brief comments below upon the achievements during these five years.
New trends in management
Authors: WELLENS JOHN
Published: February 2008

On the broad international scene the project group is coming to be accepted as a unique instrument of management with great potential for promoting change and participation Participation can take two main forms. One is concerned with guarding the employee interest; it tends to revolve around considerations such as conditions of employment; it is dominated by thoughts of employees' rights; it is defensive on the part of employees and in my own terminology I refer to it as negative participation. The other is more concerned with the contribution that employees can make towards improving the performance of the company, meaning economic performance. It is oriented towards increasing the prosperity of the enterprise and I refer to this, in the absence of a universally‐agreed terminology, as positive participation.
Vocational guidance and promotion in West Germany
Authors: SMART KENNETH
Published: February 2008

Until the mid‐fifties it was general policy in Britain that vocational training was the business of the employing firm, which based its efficiency upon and drew its profits from the skills of its workers. Vocational guidance was offered by school‐teachers, some trained for the task and some not, and by youth employment officers whose primary function was placement. Vocational promotion, ie retraining or upgrading, was carried out (what there was) partly by firms and partly by Government centres. Technical education (related studies) was provided in colleges in response to explicit local demand. Some rationality was introduced into the picture by the 1964 Industrial Training Act, but less sanguine observers anticipated that there would need to be further steps within a decade or so (pump‐priming is useful, but in the long run one expects the pump to work unaided). Not until 1973 did the country have an umbrella organisation for guidance, placement, training and retraining, with an explicit mandate to correlate manpower needs on a national scale.
Integrating the company with the community
Authors: SKEY ANN , BAXTER MAGGIE
Published: February 2008

The Action Resource Centre was conceived within the Public Affairs Department of IBM. John Hargreaves, its director, had been a founder member of The Trident Trust, an educational charity established in 1971 to help young people during schooltime to mature, through self‐development, a knowledge of the community and experience of work. At the same time the Trust was persuading employers to see beyond the usual academic achievements to skills, experience and personal qualities not normally measured. Trident now operates in eight areas, each with a full‐time coordinator seconded by local industry to match the needs of the pupils and the organisations in the three activity areas. Several thousand pupils and several hundred firms later, Trident is successful and expanding.
Continuing education on the San Diego freeway
Authors: Lowndes Richard
Published: February 2008

South of Los Angeles, California, lies Orange County, skirting the Pacific Ocean. Its spine is the great San Diego Freeway. Within the county is the Coast Community College District, whose publication, ‘Accomplishments’, produced in October 1975, states baldly: ‘Established in 1974, to serve the residents of the coastal section of Orange County, California, the Coast Community College District consists of two colleges: Orange Coast College and Golden West College, and Orange County's only television station, KOCE‐TV, Channel 50’.
TEC policy‐a reply
Authors: DIXON R , GALLAGHER PJ
Published: February 2008

The recent article by Beaumont and Taylor entitled ‘Some Implications Arising from Technician Education Council Policy’ has introduced some of the more contentious aspects of the TEC philosophy and the manner in which it is being implemented. However, when considering the three main questions posed in their paper one wonders if a single question would have been sufficient. For instance, had they asked ‘Will the solutions we provide in the 1970's to problems which were identified in the 1960's still be acceptable in the 1980's?’, the problems facing the TEC would be more vividly exposed.
PLUTON LIMITED
Authors: AGNEW WILLIAM M
Published: February 2008

When the waves are washing about your ears, knowing about the sea and sailing is less important than the ability to swim. When you are in the soup, you care little about the recipe—the problem is to get out. Knowledge about industrial relations is all very well, but at work it is what you do that matters. Industrial relations training demands more than the offering of knowledge through chalk and talk. Understanding and techniques need practical application, skills are about behaviour, not intellect. Attitudes are best challenged by events. Learning, and the integration of learning, is best when it can involve the whole person—beliefs, thoughts and feelings all brought into action.
The new apprenticeship
Authors: DOBINSON CH
Published: February 2008

‘The Council has decided that all apprentices should attend, without loss of pay, release courses in Vocational Schools and Colleges on the basis of at least one day a week (or its equivalent in block release) during the first three years of apprenticeship.’
The graduates
Authors: LOWNDES RICHARD
Published: February 2008

The public, as opposed to the private, system of higher and further education in the State of California broadly operates at three levels. The levels relate to the attainments of students on graduating from high school, and in sitting certain examinations to assess their appropriate level of placement. The top tier consists of the Universities of California, such as Berkeley, Los Angeles, Davis, Santa Barbara—labelled UC's, as in for instance ‘UC Davis’. In the middle is the California State University system, with some 20 campuses, each a college with individual identity, but all integrated within the total system. For the CSU system as a whole: Enrolments in fall 1974 totalled approximately 292 000 students who were taught by a faculty of 1600.
Interpersonal skills training
Authors: McIVER GERRY
Published: February 2008

The philosophy outlined below has been developed by EITB consultants with the managers and staff of engineering companies. The approach grown by Gerry McIver, George Ball and John Herbert, relates closely to the requirements of a wide variety of working situations. More and more they have come to realise that successful managers seldom motivate their staff, rather do they manage the motivations that people already have.
The Industrial relations training resource centre
Authors: Lowndes Richard
Published: February 2008

The concept of an Industrial Relations Centre is relevant in the UK today, in the light of the report ‘Management Training in Industrial Relations’, published by the National Economic Development Office, in June 1975. That report is the product of a Working Group on Industrial Relations Training for Managers, set up by the Management Education Training and Develop‐ment Committee of NEDO. It includes the recommendation: ‘…that an Industrial Relations Training Resource Centre should be established. The central aim of such a centre would be to assist companies and other institutions who wished to provide improved industrial relations training for managers…’ (‘Management Training in Industrial Relations’ 1.24)
Some thoughts on project groups
Authors: SANDERS GEORGE
Published: February 2008

The article, New Trends in Management, written by John Wellens (this journal December, 1975) made some interesting points concerning the use of project groups. His hypothesis was that positive participation was encouraged by the use of project groups. This integrated closely with views I have been expressing for some years, so I was prompted to write this article. I believe that there must be interdependence between the bureaucratic and the entrepreneurial. The successful project group depends heavily on the procedures, services and relationships that should exist within the functional structure. The bureaucracy can exist without an entrepreneurial dimension, but not for long. It is almost sure to wither and die in a changing world. The entrepreneurial can exist without being part of a bureaucracy, but at considerable risk of conflict and competition for resources. Each dimension is dependent on the other.
How to bring democracy and participation to the trade unions
Authors: Wellens John
Published: February 2008

Although only 12 pages in total length, this latest publication of Aims represents a major achievement, even some sort of milestone. Over the past two years there has been a spate of legislation, a lot of it insisted upon by the trade unions as the price of their support for the Labour Government, which has significantly changed the balance of power in society in general and in industry in particular. There is a large body of opinion which holds that this change in the balance of power has gone so far as to militate against the public interest, even, in some cases, against the interests of the trade union members themselves.
Does the case study produce managers?
Authors: BUSS TD
Published: February 2008

‘Theory without practice is sterile, and practice without theory is blind’— VI Lenin. ‘It is well known that when you do anything, unless you understand its actual circumstances, its nature and its relations to other things, you will not know the laws governing it, or know how to do it, or be able to do it well’—Mao Tse Tung ‘It is the weakness of all discussions about human action that they cannot guide the student to sense the tremendous difference, and its cardinal importance to the processes of management, between verbal or symbolic understanding, on the one hand, and intimate personal or emotional involvement, on the other. It is because the significance of such distinctions cannot realistically be brought out—often they are ignored—that so many young and promising graduates become disillusioned and cynical about the business world they enter.’
Comments on the KWA scheme
Authors: WELLENS JOHN
Published: February 2008

Part of our purpose in presenting this series of case studies is to provide training material for in‐plant and college courses. This particular study is very rich in training content and my comments are designed to enhance its training value. Basically what the trainer has to do is to use the material to arrive at certain principles which have universal relevance. At this stage these principles are just beginning to emerge but at a later stage we propose to gather them together, to cross‐relate them and to form them into a coherent company policy.
Opening up management style
Authors: SMITH GEOFF
Published: February 2008

Readers of ICT will long have been aware of the growing pressures for developing more effective and open styles of management with employee involvement. During the last three years we have published many articles on practical employee participation: information disclosure, added value systems of measurement, effective project groups, integrating the company with the community together with numerous pertinent comments from John Wellens. But have the readers recognised how much effect these articles, and others, have had on our national management systems and policies—the Government's move to develop an open style society?
Open the minds with added value
Authors: SMALLWOOD RER
Published: February 2008

Early last year I attended a seminar at the CBI on the subject of disclosure of financial information. The speakers were all men of authority and much experience, and a phrase which one of them used has stuck in my mind. He said that the purpose of disclosure was ‘to open the minds—not to open the books.’ ‘Employees’, another speaker said, ‘are interested in aspects which directly affect them and information must be presented in a way to which they can relate’. Unless people can understand the language in which information is imparted they are lost at the start; and unless it tells them something which seems important to them they will not bother to absorb it. Their minds certainly will not be opened even if the books are.
All work and no play
Authors: PA Sykes Mrs
Published: February 2008

The selection and development of promising executives for the top echelons of business has always presented a dilemma. How can such a candidate have the necessary judgement, decision‐making skills and broad outlook if he has not previously held a top‐level job? The cost of an unsuccessful trial run could be so appallingly high as to render such a move out of the question. Business games at least offer a potential solution in that if they could be developed to an acceptable level of relevance and accuracy they would provide an opportunity for a would‐be business leader to gain experience in decision making (and prove it to his superiors) through the simulation of the operations of the business within its industry context.
Technician training for the small firm
Authors: WESTLEY KH , RICHARDSON KG
Published: February 2008

The footwear industry requires highly skilled technicians but there are considerable training problems: numbers are small, they are widely scattered, training is required at irregular and often unpredictable times and the application of basic knowledge varies considerably. This article describes an approach to training technicians under these conditions which is both rapid and effective.
Career Planning & Development
Authors: KANAWATY GEORGE
Published: February 2008

It is no exaggeration to say that malaise at work, with its accompanying symptons of strikes, tension, conflict and high labour turnover, has been on the increase in recent years, particularly among young people. This situation has confronted managers with the problem of reconciling high productivity with satisfaction at work.
Attitudes and communication
Authors: SMITH GEOFF
Published: February 2008

In May this year the CBI produced its report on the highlights of its survey on Attitudes and Communications (see ICT, June, page 236.) The full report is due out at the end of September, 1976. A careful examination of the findings of this report will provide trainers and educationists with some interesting evidence on what they ought to be doing. It will also show some problem areas which need to be tackled.
So they think want to improve their teamwork?
Authors: HONEY PETER , WHITELEY PAUL
Published: February 2008

Do you get vague requests about the need to improve teamwork as often as we do? Sometimes these requests come from distraught personnel managers who have identified training needs that fall into the teamwork area but haven't the faintest idea how to set about validating or meeting such needs. At other times the requests come from line managers themselves. Usually they are disappointed with the productiveness of their own workteams and, whilst they cannot quite put their finger on what is specifically wrong, use the expression ‘teamwork’ in an all‐embracing, generic way. There were similar felt needs in ICL's International Marketing Division. As increasing emphasis was placed on profit centres, project management, matrix management and the like, the need for increased teamwork was voiced more and more often. Accordingly, it was decided to do something about teamwork as part of a larger management development programme. What ‘something’ would best do the trick was left to the authors; Paul Whiteley as the in‐company training man trying to help meet management training needs for the marketing side of the operation and Peter Honey as an external consultant with experience in the teamwork area.
Supervisory training — one company's experience
Authors: HUGHES CP
Published: February 2008

An account of one small company with little experience of training who undertook a training course for their supervisors to achieve a number of objectives. Some were achieved, some were not. In the hope that their experience may be of use to others, this article is written by the man responsible for commissioning the training.
Training the trainer
Authors: WELLENS JOHN
Published: February 2008

The training of the training officer first came to the fore in Britain in 1965. Prior to this date there were no regular or formal provisions for training newcomers to the training profession. There were TWI courses, of course, but these were of very short duration and concentrated solely on the instructor. The Ministry of Labour ran instructor training courses at its staff college in Letchworth but these were restricted to those instructors intended for the Government Training Centres. By 1954 the staff college at Letchworth was taking on its course instructors from outside the GTC service and continued to do so from that date. All this had to do with the training of craft instructors: the trainer, covering all grades and levels of training, was not provided for.
The plain man's guide to the SOCIAL SECURITY PENSIONS ACT 1975
Authors: WILDE JENNIE
Published: February 2008

The new Act affects the benefits and contributions of every working man and woman in Great Britain and Northern Ireland. And it lays down that unions and management must consult before any decision on pensions is taken.
The Scott Bader Commonwealth
Authors: Parkyn Brian
Published: February 2008

Scott Bader Company Limited is a medium sized chemical company manufacturing products for the plastics industry. It is known world‐wide for its development of glass fibre reinforced plastics, and is one of the largest manufacturers of unsaturated polyester resins for that industry. In 1975 it received the Queen's Award for technological innovation. Were it not for the fact that the extensive laboratories, offices and factory are situated in and around a lovely 18th century manor house in a small Northamptonshire village, it looks outwardly like any other chemical company. And yet whenever people speak about participation, common ownership or democracy in industry, sooner or later they will mention Scott Bader. Its world‐wide reputation for the social experiment it has been engaged in for a quarter of a century is at least as well known as its business activities.
Bullock report on INDUSTRIAL DEMOCRACY
Authors: WELLENS JOHN
Published: February 2008

The critical recommendations of the majority report are as follows: • employee representation on company boards should be compulsory in companies with 2 000 employees or more • this representation should be based on the present unitary board and not on the supervisory board principle • there should be three groups of director: one representing shareholders; another representing employees and a third group of co‐opted members acceptable to both the other groups • the shareholder representatives and the employee representatives should be equal in number and each group, separately, should be greater than the number of co‐opted members. (This is the 2x + y formula.) • employee directors should be chosen solely through trade union machinery • only unionised employees should influence the choice of employee directors • this influence should be exercised exclusively through a Joint Representation Committee (JRC), representing the unions in the company, and not directly by employees • before any scheme is adopted it must receive the support of more than 50 per cent of the total employee force, through a secret ballot of both the non‐unionised and the unionised employees • for this ballot to be valid at least one third of the eligible employees must vote in it • the new system could be triggered off only by a request to hold such a ballot • the request could come only through the recognised unions in the company • an Industrial Democracy Commission would be formed to supervise and monitor the introduction of the system and to conciliate and adjudicate in certain types of dispute • the system could not be expected to work without a major training effort. (This report is probably unique among government reports in quantifying this effort in terms of time, facilities and cost) • any new law should deal only with representation on company boards and should not concern itself with other forms of representation below this level, eg works councils
Do we need a new policy for craft training & education for the less able?
Authors: THOROGOOD RF
Published: February 2008

In the first article, we considered the influence that an examination of learner characteristics might have on learning design for first year craft training and education. In the second stage of the investigation, company expectations for the first year programme were examined. These were considered together with supporting data on retention, turnover and job history of past trainees, criteria and method of their selection, company intentions for the job development of the present trainees, and the degree of adult support provided by the company.
Do we need a new policy for craft training & education for the less able?
Authors: THOROGOOD RF
Published: February 2008

In the first two articles, we looked at how learner characteristics and company needs might influence the design of learning. In this final article, a number of central themes are suggested, together with the recommendations for a reshaping of first year training and education of young craftsmen.
Recent developments in analytical training
Authors: DOUGLAS SEYMOUR W
Published: February 2008

In recent years, relatively little has appeared in print about Skills Analysis Training (SAT). Although there have been passing references in training periodicals and references to some of the principles incorporated in analytical training there has been almost no discussion of the topic. In the current decade three books have been published on analytical skills training, but these are based on experience gained in the 1960's. Yet, as recently as 1973 a survey of the use of instructional techniques in industrial training carried out by Middlesex Polytechnic showed that SAT was more widely used in skills training than any other method.
Simplifying the treatment of the human aspect of management
Authors: WELLENS JOHN
Published: February 2008

For some time it has seemed to me that the time has come to take stock, to look around and to decide where we have got to in the training and management business. In the UK we have experienced a frenzied gadarene rush to change the work situation by a mass of new legislation, unequalled in volume at any other time in our history. And all this has happened since 1965. But turbulent change in ideas on managing and developing the labour force was well under way before that date, particularly in the United States, In Scandinavia and generally on the Continent, though it took a different form in every country. The modern age of management started about twenty years ago. It threw up, over that time, a veritable avalanche of new concepts, theories and practices in the management and development of the labour force. To some extent the situation was chaotic in that the various innovations were not related to each other, each one seeming to provide its own panacea, in competition with the rest. In retrospect it begins to look different, as though these Innovations are, in fact, very closely related to each other or are alternative expressions of some basic underlying objective, only dimly understood at the time. To the trainer or change agent it matters enormously whether this new age of management follows a consistent theme or whether it represents a set of random concepts in conflict with each other. If the former situation holds, then we had better clarify in our minds what this consistent theme is and start to use it as a base for our management policy and our training policies; if the latter situation holds then we have no chance of developing a coherent approach to management, and our training is left virtually without objectives. This presentation of mine, which I am gradually developing and refining through using it with active training groups, is very suitable for in‐company use. My purpose is to present the full range of concepts which has emerged in this field, to try to trace the coherent theme which runs through them, to slim down the lot considerably so that I can present a complete treatment in the course of two or three hours or so and to simplify, to simplify even further and further still. It is essentially a potted though complete version of the human aspect of management and I use it either on its own or as an introduction to a course where the various concepts are later treated in greater depth. I adapt it to my audience. In this journal my audience consists of trainers and others of like mind. That explains the form it takes on this occasion.
Social attitudes and economic decline
Authors: DOUGLAS SEYMOUR W
Published: February 2008

Correlli Burnett's fascinating article THE HUNDRED YEAR SICKNESS (p 235) has opened another chapter in the long discussion on why are we in such a mess. This country's prosperity is always just round the corner. ‘You never had it so good’ is either yesterday's jam or tomorrow's; never today's. The Briton, like mankind in Pope's Essay finds always that ‘Man never is, but always to be blessed’ Rightly, the author points out that the inadequacy of U K wealth production has persisted for a long time — much longer than the 30 post war years — and he gives a valuable historical outline of our economic and technological shortcomings over the past 150 years. These are linked with British social distinctions, eg the cloth cap image of the working class, in council house estates, and the social bias of upper class education ‘away from the realities of an industrialised world.’ (p 241).
Simplifying the treatment of the human aspect of management part three
Authors: WELLENS JOHN
Published: February 2008

We have, at this stage, a picture of a new form of management emerging which places prime emphasis on its human aspect. We have, earlier in the series, identified the source of the change as a search for some solution to the problem of how to motivate employees in the new social and political environment when the time‐honoured sanctions of brute force and coercion have ceased to apply. We have reviewed that range of ideas which came out of the application of the behavioural sciences to the work situation and how they came to be assembled under the umbrella title of participative management. We can appreciate the soundness and the humaneness of the participative management concepts and we have plenty of evidence to convince us that the ideas work out well in practice. So why not just sit back and let these new ideas take over and solve our problems?
Communicating complex information
Authors: KEYWORTH RICHARD
Published: February 2008

Life in industry is becoming more complicated by the day. Machinery, products and procedures are becoming more and more sophisticated and complex. At the same time the results of an error — say a machinery breakdown, the incorrect choice of a product, or failure to follow an employee relations procedure correctly — can be very expensive. So there is an increasing need for efficient communication of complex information in industry. How can this need best be satisfied? Training, of course, plays an important part, as do methods of communicating the information to people doing the jobs. But there are many different training methods using various media and numerous different forms of manual and job aid. The choice of communication method is further complicated by the fact that suitably designed job aids can reduce or eliminate training. It is only possible to achieve the most effective communication by being totally flexible in the choice of communication method and the balance between training and ‘on the job’ communication.
School‐industry liaison
Authors: FAIRBAIRN ANDREW
Published: February 2008

Much is heard these days about the vital need to bring education (particularly in the schools) and industry more close together. Not least in this, the Prime Minister's call for a Great Debate on education and the Secretary of State's Green Paper or Consulative Document on education emphasise the vital need to bring the schools and industry more closely together. Of course the trouble with clarion calls to action on a national scale is that they tend to give the impression that nothing at all has been done in the particular field under scrutiny. It is a real danger that the intelligent man in the street is likely to gather from reportage of the regional conferences which the Secretary of State for Education & Science held after the Prime Minister's call that nothing has been, or is being, done about it.
An introduction to
Authors: LLOYD DCF
Published: February 2008

This short introduction to business (or management) games is intended, as its title implies, for those teachers, tutors and training instructors who have little or no experience of business games or their use and construction. It is not intended to be fully comprehensive but it is designed to give a background knowledge of major aspects of games which would be useful. It is hoped that even those more experienced in the use of games will find one or two points of interest in it.
2 worker owners the Mondragon achievement
Authors: Wellens John
Published: February 2008

This is the title of a new and definitive book on the Mondragon Co‐operatives. The authors are Alastair Campbell, Charles Keen, Geraldine Norman and Robert Oakeshott, the last‐mentioned of whom wrote the preceding article. The publishers are the Anglo‐German Foundation for the Study of Industrial Society of St Stephen's House, Victoria Embankment, London SW1. The book itself is a 68 page paperback and costs £2.90; its ISBN is 0 905492 03 X. We recommend this book unreservedly as an authoritative source of information on producer co‐operatives. This article, prepared by John Wellens, is built up from extensive quotations from the book; its purpose is to show the wide range of issues it covers and to emphasise the importance of the topic to trainers.
Joint problem solving
Authors: MISSELHORN HJ
Published: February 2008

The joint problem solving process is not just a matter of using a good logical system, or just a matter of effective interaction and sound group processes. It is a complex interplay between ‘social’ and ‘rational’ processes. Kepner and Tregoe, examined a number of successful problem solvers — and found that there was a consistent logical pattern in which they moved from problem definition, to a comparison of the problem situation with the non‐problem situation then on to locating the cause and finally on to some form of positive decision and action plan. Another social scientist, Norman Maier has suggested that effective group processes are important, but that an effective group solution depends largely on the nature of the actual problem; he also gave an account of the rational and group processes in joint problem solving. Others, such as Rensis Likert, believe that problem solving effectiveness is due primarily to supportive group relationships. Another writer, William Gore, attributes successful problem solving to a type of ‘unconscious’ non‐rational process which has to be surfaced and accepted in order to get the best solutions. Alex Osborn pioneered the creative element in problem solving and laid emphasis on brainstorming where the group generates a wide range of alternatives in an unrestricted manner prior to deciding on the best solution to a problem. All these writers have made a valuable contribution to understanding the joint problem solving process and any effective approach to problem‐solving should take serious account of this wide range of approaches. But the approaches are nevertheless very different and may be difficult to reconcile in a unified approach.
Chelsea project
Authors: MATTHEWS DAVID
Published: February 2008

The report of the project sponsored by EITB and the Leverhulme Trust at Chelsea College into the relationship between school teaching methods and performance in engineering training has recently been published. The subject of the work is topical, but the background to the study goes back more than ten years.
The rights and responsibilities of capital
Authors: HENDERSON HAZEL
Published: February 2008

Society is struggling to adapt to a new order of human needs and priorities, and a leading futurist questions whether traditional concepts of free enterprise, profit and private property can adequately cope with the complex pressures of dwindling resources, inflation, and unemployment.
Aspects of collective bargaining
Authors: GORE TOM
Published: February 2008

These views epitomise the problem of industrial relations, collective bargaining and wage determination in the UK. They are not new. Indeed, they have occupied the economic stage since 1946. And it is unlikely they will wither away, as Marx predicted the capitalist system would, so long as the capitalist mixed economy exists. The reconciliation of the public interest, as defined by the Government, with the level of pay settlements negotiated by employers and trade unions is one fraught with considerable difficulty. The Government is technically an intruder to the processes of collective bargaining when it imposes guidelines for wage bargaining. Wage bargaining in such circumstances is not free since, if observed, it may not serve the interests of the immediate parties to an agreement.
Hear all about it
Authors: HOWARD BRIDGET
Published: February 2008

The blind, of necessity, must receive all their information through their ears. So far as the sighted are concerned, psychologists believe that many us of find it easier to retain information which is aurally, rather than visually, perceived. When technology discovered the means whereby sound could be reiterated as conveniently as a book could be re‐read, audio learning became a practical proposition. For the Roman poet Horace, the spoken word could never be recalled. For us it can — on audio tape. The original music cassette gradually developed into a vehicle for teaching foreign languages, recognising bird song, or improving our skills in playing bridge or golf; with more serious purpose it has now taken its place in schools, colleges and training centres as an accepted instructional device in combination with such other media as slides, filmstrips and overhead transparencies.
The engineering option 2
Authors: SINFIELD STUART M
Published: February 2008

John Wellens' feature on developments in apprenticeship, ICT, March 1978 pp 96–100, has rightly attracted a great deal of interest even though perhaps at the expense of some embarrassment within the EITB. As one of those fortunate enough to see an advance copy of the Board's proposals I could see no reason for secrecy. The effectiveness of the ICT article is now evidenced by the proposals being published generally as Information Paper No 49 and whatever the reasons for what Wellens calls the ‘EITB Pantomime’, the proposals merit wide and urgent debate if they are to stand a chance of being implemented in time and in a form to be of benefit to young people currently at school. This paper should be regarded as a personal contribution to that debate from a practising trainer.
Comments on a recent article on added value
Authors: WOOD EG
Published: February 2008

As a long standing advocate of the virtues of added value, I would like to comment on the article by Ivor Stolliday and Margaret Attwood. Like them, I am seriously concerned that added value should not be oversold as a panacea. Indeed, so many people are now jumping onto the bandwagon that those who laboriously pushed it up to the top of the hill are being trampled underfoot by the newcomers. My experience of running many seminars and workshops is similar to that of the ARMC, namely, that those who arrive wanting only a formula for an AV pay scheme depart realising that the pay scheme is only the tip of the iceberg.
What is organisation development?
Authors: MALLETT DAVID
Published: February 2008

After years of argument, numerous articles and an unseemly number of less than academic discussions, the question is still around: ‘What is OD?’ Well it's presumably time to open up the issue again. But after such a long debate, some ideas must have rubbed off, so maybe — on this occasion — we'll try a different approach. Let's start with you. What do you think OD is? ‘Something to do with behavioural science’ you might say. ‘Groupie — feely — touchy sensitivity courses? — Hold on! Hasn't it got something to do with Motivation, Blakes' Grid, Role Analysis, T Groups and such? — Oh, and of course Transactional Analysis too — Getting people to understand and trust each other — that's it’.
Industrial relations training
Authors: WRIGHT SAM
Published: February 2008

The Industrial Relations Training Resource Centre was set up in 1977 as a national resource to provide focus and co‐ordination to the whole area of management training in industrial relations. ‘The central aim of such a centre would be to assist companies and other institutions who wished to provide improved industrial relations training for managers ……’ This was the main recommendation of a report, published in June 1975, produced by a working group on industrial training for managers, set up by the Management Education, Training and Development Committee of NEDO. In this article the Director describes the purpose of the Centre and reviews progress to date.
Sandwich and co‐operative education
Authors: MOORE JP
Published: February 2008

Sandwich courses in the UK are alive and well, contrary to some popular beliefs; indeed they are thriving and expanding steadily. What is also significant is that the practice is expanding in other parts of the world, notably North America, Australia, and the Far East, and there are growth experiments proceeding in Africa and mainland Europe. The international situation is such that there is now planned ‘THE FIRST WORLD CONFERENCE ON SANDWICH OR COOPERATIVE EDUCATION’, to be held in London from 21 to 24 May 1979. This Conference is being organised by The UK UNIVERSITIES' COMMITTEE ON INTEGRATED SANDWICH COURSES, and there will be contributions and delegations from North America, Australia, India, Western Europe, and developing countries, in addition to presentations on UK experience.
Strategies for self promoting development
Authors: DELF GEORGE , SMITH BRYAN
Published: February 2008

All people working in organisations learn and develop to some extent over time. The outcome of this development varies as widely between individuals as people themselves vary from one another. Some people achieve top managerial positions in industry and commerce in their late twenties or early thirties while others have to wait to the final stages of their working careers to achieve such positions. Some struggle at stages throughout their careers and achieve only moderate success; others do not seem to try at all. Management training and development activities are aimed at providing better opportunities and facilities for such development to meet the need of organisations to improve management performance. In practice these activities are designed to meet overall organisational needs and to conform with general behavioural and learning theories. The crucial significance of individual differences in motivation and ability to learn and develop is seldom, if ever, consciously exploited as a route towards securing real improvements in management performance. It is the contention of this paper that self‐development is such an approach.
Communicating company information Section 4
Authors: UNWIN ALAN
Published: February 2008

At times one feels that the chief problem in financial communication is that we have one set of people who think that design is a straightforward, professional task, provided that it does not become over‐loaded with meaning, and another set of people who think that meaning is perfectly clear until the designers get to work on it.
The management learning project
Authors: BOOT RICHARD
Published: February 2008

Much, if not most, of formal management education and development seems to have concentrated on ‘teaching’ managers or potential managers the theories and techniques assumed to be necessary for them to fulfill their roles effectively. Often the decisions as to what theories or techniques are necessary are made not by the managers themselves but by the teachers and trainers. In contrast to this situation there is a frequent assertion by many practising managers that one of the most important aspects of their jobs is personal judgement based, not on management theory, but on their own past experience. In other words there is to some extent a mis‐match between the practice of management education and much of management practice. It is to this mismatch that the Management Learning Project addresses itself.
communicating company information
Authors: UNWIN ALAN
Published: February 2008

When employees at all levels are asked what they really want to know about their company, many of the answers are, of course, specific to the problems and preoccupations of that company; but two items always seem to be on the list:
training: the choices ahead part 1
Authors: WELLENS JOHN
Published: February 2008

It is a safe bet that 1979 will be a year of profound re‐appraisal of the British system of occupational training. One reason for this is that there are several independent exercises already under way which are due to mature in 1979. These separate projects are each examining some part of the system. At the top level comes the investigation that the MSC is carrying out into the working of the Employment and Training Act 1973 but this is only one exercise among many. The Training of Trainers Report, recently published by the TSD, raises the fundamental issue of what precisely is meant by the training function and TSD is now in course of preparation of a second report on matters related to its first. Taken together these separate investigations make up a radical reassessment such as took place in 1970–71 and resulted in the fundamental changes to the 1964 Act. The Industrial Training Act of 1964 established the ITBs as independent statutory bodies under the general aegis of the Ministry of Labour but responsible to their respective industries. The investigations of 1970–71 resulted in basic changes which were incorporated in the Employment and Training Act 1973, the main effect of which was to set up a new national system at the head of which is the Manpower Services Commission. And now we have yet another examination under way. Whether any such young and tender plant as occupational training in Britain is capable of withstanding being taken up by the roots every seven years or so and put under the microscope is open to doubt, but it is going to happen anyway and so we had better make sure that the job is done right.
new developments in job instruction
Authors: WINFIELD IAN
Published: February 2008

Studies on successful techniques of job instruction show that particular kinds of learning on the part of the learner need appropriate methods of instruction. This article explains how novice instructors are taught how to use a card listing these appropriate instructional methods. Examples are given of how instructors use these in actual shop‐floor job instruction.
communicating company information
Authors: UNWIN ALAN
Published: February 2008

‘What do people want to know?’
training: the choices ahead part 2
Authors: WELLENS JOHN
Published: February 2008

In part one I attempted to establish some background against which a well‐informed investigation of the national system of occupational training might be undertaken. I introduced readers to my maintenance/change model of training which separates training into two forms, different but inter‐dependent: maintenance training which is designed to keep the organisation going along as it has been going; and change training designed to adapt the organisation to future conditions. I also advanced the view that it is quite inevitable that management (and therefore training which is a part of it) will have to take into account political issues which it previously made a great show of avoiding. I made a third point: that management training is a very recent innovation in the UK and that our present incompetent performance as a nation is part of the price we have to pay for having neglected it in the past. A price just had to be paid sooner or later. In this article I develop further the political theme: the idea that an organisation and its managers cannot operate successfully in the present environment without a high measure of political awareness; that trainers ought now to be facing political issues in their inplant courses and seminars; and that they should already be experimenting in an attempt to discover how to handle this potentially explosive area.
The Business Education Campaign
Authors: FISHER BERNARD C
Published: February 2008

Between early November and mid‐December last year a substantial press and television advertising campaign took place in the North West of England. Promoting ‘The Facts of Life — Your Guide to How We Work Together’, it marked the end of the first stage of an enterprise now some two years old — an attempt to use the mass communication media to inform, and by informing, create an environment in which the creation of wealth by business is seen as a desirable objective worth individual support, and the support of the nation as a whole. The results cf this pilot campaign are now being evaluated; as this evaluation is favourable it is hoped to spread the campaign as widely as funds will permit.
laser holography
Authors: BELLAMY JOHN
Published: February 2008

Holography is a technique which can be used to create realistic three‐dimensional images; it has attracted a great deal of public interest recently, as a result of television publicity, exhibitions in London and other centres, and a fascination with the apparently solid images seen in empty space. The intimate link between holography and the laser, the light source necessary for making a hologram, has reinforced the interest, since lasers are regarded as one of the wonders of the present day, because of their rapidly increasing applications, and of the spectacular effects that they can produce. Many people have seen displays involving the use of laser beams for entertainment or for aesthetic purposes, in Laser Light shows, or Christmas decoration, and in the concerts of some pop groups, but such applications are not strictly related to holography, and it is with the application of the three‐dimensional holographic image that this article is concerned.
the balance of power in today's industrial society
Authors: Tolley LJ
Published: February 2008

Like most other parts of the country today, Coventry is in recession and unfortunately there are few signs of this recession lifting in the near future, affected as it is by a static world demand which is beset by the limitations of continuing inflation which, while brought partially under control in the last year or so, now shows every sign of increasing again throughout the western world. It is against this background that I shall talk about the balance of power, and indeed the abuse of power, for I have always believed that expansion of the economy is a necessary catalyst for responsible behaviour and good industrial relations. When recession exists, with its consequential unemployment, factory closures, lack of opportunity and individual frustration it is the worst time for mutual belief in success and a most difficult time for management to achieve the essential productivity, efficiency and competitiveness.