bluuebunny/crossref_metadata_2025 huggingface dataset:
Beyond the health‐ promoting school
Authors: Noble Colin
Published: July 2002

Discusses the growth in recent years of a number of health‐promoting school award schemes sponsored by local education authorities and NHS trusts, and questions their ability to promote and measure a health‐promoting ethos in schools effectively. Proposes that this is because the health of staff is so dependent on the management of the school. Suggests that to overcome this problem any such award scheme should be supplemented by the application of the Investors in People scheme which ensures healthy management of staff.
Health inequalities: what’s going on in youth?
Authors: West Patrick , Sweeting Helen
Published: July 2002

Notes how the 1980 Black Report on the extent and causes of health inequalities in the UK made little mention of how these issues affect youth or young people. Questions the conclusion of the Black Report that health inequalities are a pervasive feature at all ages. Describes the “West of Scotland Twenty‐07 Study: Health in the Community” being carried out by the MRC Medical Sociology Unit, which tracked around 1,000 people in each of three age cohorts, the youngest of which was aged 15 when first interviewed in 1987. Asks questions about health, family life, life at school, leisure patterns and health‐related behaviours like exercise, diet, smoking and drug use, and about their attitudes and concerns; summarizes some of the results from this study. Concludes that in early youth, around the time of secondary education, there is less evidence of class differences in health than at any other point in the life‐course, including the earlier period of childhood, and that health is more strongly linked to where young people are heading than where they have come from.
“Lost souls” and “rebels”: a challenge to the assumption that low self‐esteem and unhealthy lifestyles are related
Authors: West Patrick , Sweeting Helen
Published: July 2002

Challenges the assumption, prevalent in education and in health education, that a sense of high self‐esteem is a key ingredient for success in educational achievement and the adoption of a healthy lifestyle. Describes the measurement of self‐esteem and “street‐oriented” leisure among a cohort of about 1,000 young people aged 15 in 1987 who are the subject of the West of Scotland Twenty‐07 Study: Health in the Community. Finds that there is no relationship between self‐esteem and health behaviours such as smoking, drinking, illicit drug use and early sexual experience. Also finds that 15‐year‐olds who were most “street‐oriented” were more likely to smoke, drink, have used drugs and to be more sexually experienced than peers who were not involved in this lifestyle. Defines two groups, “lost souls”, who have “low” self‐esteem but who are neither very involved with nor very detached from school, nor very involved with or very detached from “street‐oriented” leisure; and “rebels”, who are very detached from school and who derive a sense of identity and self‐esteem from “street culture”. Observes that it is encouraging that this latter group is to some extent aware of the risks of their unhealthy behaviours. Quotes data from a similar study among 11‐year‐olds, which suggest that the categories of “lost souls” and “rebels” already exist at earlier ages. Concludes that, although the aim of fostering self‐esteem is a worthy one, it is unlikely to have the secondary effect of reducing the likelihood that young people will adopt unhealthy lifestyles.
The changing role of school nursing within health education and health promotion
Authors: DeBell Diane , Everett Gil
Published: July 2002

Reports on a detailed study of a school nursing service which has revealed the untapped value of the service and a generally poor understanding of what, precisely, school nurses do, and the nature of their skills and experience. Focuses on one aspect of this study: the changing nature of the school nursing role in health education and health promotion. Finds that school nurses have adjusted their practice to meet the changing nature of children’s health needs. They now increasingly work to health education and health promotion agendas and are acting in a health advisory role. Calls into question the need for universal health screening, particularly for older children, as the core activity of school nursing. Concludes that the service should in future be designated as being for “children of school age”, and that the range of sites where school nursing is delivered should be extended.
CSA in a financial services organisation
Authors: Kubitscheck Vicky
Published: July 2002

Provides an outline to the author's approach to CSA and the approach for unorganization to achieve success with “soft issues”, such as its nature and culture. States that early statistics show financial catch‐up in corporate governance with minor exceptions in the banking industry. Looks at CSA in depth and shows how it can be used successfully with a low budget but needing full commitment from the organization. Closes by stating that continual input and monitoring from an internal audit will reinforce principles of the CSA programme.
Credit derivatives: where will they go from here?
Authors: Michail Margarita
Published: July 2002

Describes credit derivatives (CDs) and the beginning and meaning of this market with strengths and weaknesses. Wonders who should care most about CDs and gives the following examples: insurance companies; corporations; investors; and banks, giving full details of all, and stresses CDs make natural business sense for these users. Projects that CDs in an investment bank could fit in either of the areas of derivatives – fixed income and credit – and it could also fit in areas such as: mortgages; mergers and acquisitions – or project finance. Closes by stating that CDs are here to stay.
Once in a millennium: preparing for Y2K
Authors: DeLuca John
Published: July 2002

Looks at the problems and fears surrounding banks and financial institutions with regard to the Y2K computer systems date programs. Discusses the possible scenarios for the midnight of 31 December 1999 and that even with all the planning involved, no‐one was sure of the outcomes and the implications were many. States only that no two banks will experience the same effects. Further states that all over the world the arrangements varied from the well prepared to the slaphappy. Closes in saying that all financial institutions will be very pleased if 2000 brings an uneventful start for themselves and their customers.
The rise and rise of e‐commerce
Authors: Maloney John
Published: July 2002

Looks at how major companies have benefited from investing in e‐commerce and recommends all businesses should follow their lead. Examines the rise in dot.com shares in the USA and the UK and how there is no sign of this interest waning but that, for some considerable time to come, general retail business will continue to flow through high streets. Investigates the “new” technologies such as PC/laptop/mobile phone/Internet/TV Web connections, etc. Concludes that key issues for the financial sector will be old ones – branding and customer satisfaction.
Risk management: the need to set standards
Authors: Simister Terry
Published: July 2002

In this article Terry Simister explains the background behind the initiative led by the Institute of Risk Management to establish recognised British and International standards for the practice of risk management. He discusses the historical development of the concept of risk management and how that led to recognition of the need to create a profession to deal with all its aspects. He analyses the difficulties in providing a comprehensive definition of risk management and the difficulties there have been in reaching agreement in the international arena. He concludes with an overview of the forces which make an agreed standard a necessity.
Training and career development at the National Library of Wales:
some trends over 25 years
Authors: Eynon Huws Richard
Published: July 2002

The National Library of Wales can be rightly proud of its
commitment to staff training and development. Since the inception of
formal library education in Wales in 1964, it has placed considerable
emphasis on the importance of appointing professionally qualified staff.
Whatever the future holds, The Library hopes to retain and develop the
policies it has pursued over the last 25 years.
Skills for the millennium ‐ The Librarian of the 21st Century
Authors: Palmer Judith
Published: July 2002

The NHS reforms provide many opportunities for health libraries. Health professionals are being increasingly encouraged to base their decisions on evidence from the literature. Librarians need to keep abreast of organizational and political change and develop skills in critical appraisal, in information retrieval and in teaching end‐users to do their own searching in order to support evidence‐based health care. A programme of professional development ‐ The Librarian of the 21st Century ‐ in Anglia and Oxford has provided a cohort of librarians with these skills. Describes the background and content of this programme.
Continuing professional development for the information discipline of records management. Part 1: context and initial indications of current activities
Authors: Hare Julie McLeod Catherine E. , King Lesley A.
Published: July 2002

Explores the newly emerging information discipline of records management, focusing on its current status in the UK where it is represented by a range of sector‐specific and general for information professionals organizations. Investigates the issue of education and training in this developing field in the context of a research project on continuing vocational education for records practitioners, which is being undertaken by the Department of Information and Library Management at the University of Northumbria. Early results from the project identified two main training needs: one relates to a specific area of information management, that of managing electronic records, and the other relates to the general area of strategic approaches to management. While records management involves some skills and knowledge which are different from those already mastered by library and information professionals there are significant overlaps in terms of cataloguing, classification, indexing, identifying and meeting user needs and the challenge of dealing with information in electronic form. Contends, therefore, that in the changing and sometimes shrinking market of some of the more traditional library sectors records management may offer the opportunity to develop or shift one’s career path while remaining within the discipline of information management.
Up the junction: some advice for the older unemployed professional
Authors: Cleeve Marigold
Published: July 2002

Outlines how to deal with unemployment following early retirement or redundancy. Discusses job‐search strategy, and alternative choices for a future career.
Mentoring: a valuable tool for career development
Authors: Nankivell Clare , Shoolbred Michael
Published: July 2002

Looks at the role a mentor can play in the career development of librarians and information professionals. It uses research carried out in 1995‐96 as the basis for its focus on the value of mentoring as a career development tool for individuals. Follows a brief discussion of the nature of mentoring and the changing patterns of career development, by presentation and discussion of the research findings. Concludes with a summary of some draft guidelines on mentoring which summarize research findings on effective ways of initiating and maintaining a mentoring relationship.
Personal career development in converged services
Authors: Abbott Christine M.
Published: July 2002

Organisational convergence, and convergence of the technologies which underlie information delivery and management, place new demands upon librarians to extend their skills and knowledge. Significant opportunities exist for staff who are able to combine their professional task skills with good process skills. Convergence poses difficulties for managers of converged services in ensuring that all groups of library staff have the same opportunities to develop hybrid skills; and in finding training products suitable for staff working in a converged environment. It is anticipated that experience of working in converged services will enhance the career prospects of staff at all levels.
The TQM Albatross
Authors: Hoare Clive E.
Published: July 2002

Warns that in TQM, there is a danger of losing sight of the original
motives that prompted the endeavour in the first place. The TQM
initiative can become the end, rather than the means to the end, and the
participants’ lives made miserable. Explores some human aspects behind
TQM failures. Aims at two categories, the person who is about to start a
TQM initiative and the one who has witnessed a failed initiative.
Questions the motives for starting a TQM programme.
Involving Staff in the Process of Continuous Improvement
Authors: Tomlinson Yvette
Published: July 2002

Explores the relationship between staff, empowerment, organizational
culture and the process of continuous improvement. Emphasizes the need
for active involvement of all staff, management commitment and a
management style which embraces the empowerment of staff. Suggests that
the use of a staff suggestion scheme can become a useful and dynamic
part of the journey to TQM and improving the quality of working life.
Development of a simple model for analysis of quality
Authors: Blades Mabel
Published: July 2002

A simple model for quality has been developed. Provides a framework
for both analysis and education on quality issues, and focuses on the
main features of total quality management of communication, commitment,
customer focus and continuous improvement.
Maintaining the energy for commitment to quality
Authors: Palmer Richard , Wilson John P.
Published: July 2002

Seeks to examine the important role commitment plays in
implementing TQM and the interrelationship between that commitment and
the role of training. In particular, considers the necessity of
maintaining the energy and drive for quality within the system. Develops
a model which is analogous to the energy within a chemical process. The
existing status quo is altered through the influence of commitment to
training, communications, systems, and teams. These affect the
organizational culture which then reinforces further changes and
developments.
Quality communication: a key to quality leadership
Authors: Spinks Nelda , Wells Barron
Published: July 2002

Leadership is the heart and soul of an organization. What is really
managed in an organization is peoplel Leadership is the ability to
inspire people to work together as a team to achieve common objectives.
Explores several approaches to leadership, including the trait approach,
the style approach, the effectiveness versus efficiency approach, the
contingency approach, the power approach, the function approach, the
competence approach, and the TQM approach. In addition, looks at the
role of leadership in behaviour and attitude modification and the
different leadership tasks of upper‐level, middle‐level, and lower‐level
leaders.
Designing effective employee training programmes
Authors: Hughey Aaron W. , Mussnug Kenneth J.
Published: July 2002

Describes the elements of a successful employee training programme. Explains the distinction between training and education, along with a discussion of why “soft skills” training initiatives are less effective than skills‐based approaches. Discusses the critical role of the training manager in implementing a training programme, as well as important considerations when developing a strategic training plan. Finally, describes several key factors which determine how employee training programmes can best support company profitability.
Cultural values, satisfaction and performance in a professional services firm
Authors: Burke Ronald J.
Published: July 2002

Reports on research which examined cultural values in a professional services firm. Data were collected from 1,608 women and men using anonymously completed questionnaires. Describes the cultural values of the firm, then examines correlates ‐ personal demographic, work‐setting factors and work outcomes ‐ of these values. Finds that personal demographic characteristics are inconsistently and weakly related to cultural values and that both work‐setting characteristics and work outcomes are consistently and strongly related to cultural values. Women and men describing cultural values in more favourable terms were more satisfied with their jobs, had lower intentions to quit, experienced more opportunities for on‐the‐job learning and development and compared the firm’s service quality and products more favourably with their competitors.
There’s nothing normal about SPC!
Authors: Neave Henry R.
Published: July 2002

Knocks the final few nails into the coffin which contains the remains of the notion that the theory and practice of control charting depend on assumptions of normality. The subject’s creator, Dr Walter Shewhart, denied this as long ago as 1939! His most famous student, Dr W. Edwards Deming, denied it repeatedly thereafter. There appear to be two most crucial arguments as to why the “orthodox” statistician claims that normality is necessary. One is to enable probability interpretations of control limits. The other is to justify the conversion factors which are in common use in control‐chart calculations. The truth is that, even under normality, the usual probability interpretations are meaningless in practice and that, in the latter case, the behaviour of the conventional conversion factors is not at all dependent on normality but is in fact very similar over a wide range of differently‐shaped probability distributions.
Total quality through empowered training
Authors: Chelsom John V.
Published: July 2002

Considers the relationships between ISO 9000, TQM and business performance. Argues that the correlation between ISO 9000 and success is still weak, and that many organizations still have difficulty reconciling the apparent conflict between the “compliance” philosophy of ISO 9000, and the strong innovative demands of TQM. Suggests a way of reconciling these apparent conflicts, which entails the use of a third package of management tools, introduced through a programme of empowered training, to provide performance‐driven quality. This additional package harnesses the output of TQ initiatives to the continuous improvement of delivered quality of goods and services, and to the development of new customer‐pleasing products ‐ the elements that are missing from ISO 9000. Provides a specific example of the ISO 9000/TQM conflicts, and of successful use of a particular third package ‐ all within the same company.
Legal implications of ISO 9000 QMS in standard forms of building contract
Authors: Netto Anne Magdaline , Pheng Low Sui , Ling Lo Ai
Published: July 2002

Traditionally, clients’ expectations with regard to quality in construction works are ensured and upheld by building contracts. With the recent emergence of ISO 9000 quality management systems (QMS), however, the definition and assurance of quality have taken on a new dimension. Many contractors have since applied QMS in their organizations without understanding its intricate relationship with the building contract used. Examines the likely conflicts and compatibility between standard forms of building contract and QMS. An understanding of the possible legal obligations that may arise from adopting a QMS contractually will help contractors and clients protect their interests when defects arise.
A student’s initial perception of value when selecting a college: an application of value added
Authors: Schmidt Richard
Published: July 2002

Higher education customers can be defined as either the faculty, students or administration. The key stakeholder often has been identified as the student. Selecting a college is the first step the student undertakes in the educational process of a higher education. The educational value perception to be earned has an important impact on the student’s choice of a particular college. The value‐added concept of an organized activity originated in Europe. Applying the concept was difficult in manufacturing operations and it is even more difficult to apply it to a service operation such as higher education. Working through the application difficulties should provide valuable insights into why a student chooses a particular college over another similar institution. The out‐of‐pocket costs to attend a college may be a useful surrogate for the perceived value for the student in valuing the education from individual colleges.
Employeeship: The Necessary Prerequisite for Empowerment
Authors: Møller Claus
Published: July 2002

Observes that, traditionally, the problems and opportunities of an
organization are seen through the eyes of a manager, and that whereas
management literature is rich in descriptions of what it takes to be a
good manager, it is difficult to find descriptions of what it means to
be a good staff member. Argues against the conventional view that
managers must take the blame for failures and, in return, get the credit
for success. Claims that the manager′s role is highly overrated and
questions the prevailing belief in the management′s total
responsibility, arguing that, in fact, management is only part of the
overall picture and therefore can only be held partly responsible.
Claims that it is possible to create good cooperation and commitment in
an organization where both management and staff feel responsible for the
success or failure of the organization. Defines the culture in such an
organization as an “employeeship culture”. Describes an employeeship
culture and its three most important elements: responsibility, loyalty
and initiative.
Employee Empowerment
Authors: Nykodym Nick , Simonetti Jack L. , Nielsen Warren R. , Welling Barbara
Published: July 2002

Explains the development of employee empowerment from its beginnings as
American academic research to its successful adaptation by the Japanese
management and later US management. In its present state employee
empowerment or participation flourishes in many different methods of
management and takes many different forms in its practice. Examines
contingent factors affecting implementation of participative management
practices and points out the various dilemmas to avoid.
Rooting for empowerment?
Authors: Collins David
Published: July 2002

Quality, flexibility, and commitment are the buzz‐words of
management strategy and reflect many of the goals currently sought in
business. In order to contribute to these business goals, human resource
professionals have had to rethink the contributions they make. This has
led to the creation of yet more buzzwords – including the buzzword
“empowerment”. Argues that interest in empowerment is not
matched by a wider reflection on the factors which have promoted and
facilitated these goals, nor is it matched by any wider reflection on
the nature of organizations. Argues that these oversights have led to an
implicit and passive definition of empowerment being used. To redress
this balance, analyzes the forces which have promoted innovation in
management, and have made empowerment “thinkable”. Makes a
case for viewing empowerment as an ideological construct, and from here
offers an alternative, activist model of empowerment.
Supporting empowerment with Deming′s PDSA cycle
Authors: Cleary Barbara A.
Published: July 2002

The theory, process, and tools that are known collectively as
“total quality management” offer ways in which empowerment
of employees can support an organization′s efforts not only in quality
improvement, but in empowerment as well. Its approach places the
responsibility for an organization′s processes in the hands of those who
know those processes best, and helps them to participate directly in the
organization′s mission or purpose. In particular, the plan‐do‐study‐act
cycle lies at the heart of the improvement process and represents the
key to employee empowerment in that process. Using the case study of a
telephone callback system and concrete examples representing
applications in health care, education, and manufacturing, demonstrates
how the PDSA cycle builds teams′ confidence in their ability to solve
problems and bring about improvement, concomitantly enhancing pride in
work and empowerment in the organization.
AMD′s Journey to Excellence
Authors: Pence Paul , Lunderman Kris
Published: July 2002

Describes the “Journey to Excellence” (JTE) empowerment
program at Advanced Micro Devices (AMD). Emphasizes the role of two
lower level managers in promoting its progress. Shows how factors such
as team skills and problem‐solving training, efforts to bring
supervisory and engineering functions to production worker level, and
support from higher level executives led to the success of the program.
Theorizing empowerment in the UK public services
Authors: Morley Louise
Published: July 2002

Explores the concept of empowerment and raises questions about the
reason for its rise to dominance as a current discourse in the UK public
services. Notes that empowerment may be a motivational but also a
manipulative concept which can be used by the “New Right” as
a means of introducing market values into the public services and to
attack the welfare state. Questions whether empowerment can be reclaimed
to support oppressed groups.
Biometric authentication: assuring access to information
Authors: Harris Austin Jay , Yen David C.
Published: July 2002

In this paper biometric technology will be defined and then discussed as to how it will help the business world protect its information. Background will be given to show how identification and authentication have developed throughout the years and why another form of authorization needs to come to the forefront. There are reasons for higher security and biometric authentication will be shown to be the solution to answer this call. Biometric is a powerful way of deciding who can gain access to our most valuable systems in this volatile world. Factors will be uncovered about what can and will affect an identification system, which will lead us to the feasibility of implementing a biometric system. As one will see, biometric will not be the best choice for everyone. Already, parts of the Department of Defense community rely on this technology in order to maintain the integrity of their own systems. For the business world, it is critical that biometric be grasped now in order to do the same.
Networks and inter‐organizational learning: a critical review
Authors: Beeby Mick , Booth Charles
Published: July 2002

The paper is concerned with alliances and learning. It provides an overview of recent contributions to the emergent literatures on knowledge management and organizational learning, identifies similarities and differences between the two, and highlights the implications of these for academics and practitioners. The paper explores the significance of networks, alliances and inter‐organizational relationships for organizations and considers the nature and importance of learning in and through such relationships. A modified version of Coghlan’s (1997) model of organizational learning as a dynamic interlevel process is then presented to reflect these developments.
Information dynamics, learning and knowledge creation in organizations
Authors: Bhatt Ganesh D.
Published: July 2002

Managers in a wide array of organizations are concentrating on knowledge creation as a way to achieve competitiveness. Organizational knowledge, they hope, enables them to bring innovative products/services continuously in the marketplace. However, many are finding it difficult to understand how organizations create knowledge. By using the concepts of individual learning capability and the learning culture of organizations, the present study shows how the sum of individual knowledge does not equate to organizational knowledge. This distinction between individual knowledge and organizational knowledge is an important one, as a majority of studies do not clearly show how individual knowledge is different from organizational knowledge. The study also offers a set of suggestions to managers to develop a learning culture in the organizations.
The cyclical effect of expatriate satisfaction on organizational performance: the role of firm international orientation
Authors: Downes Meredith , Thomas Anisya S. , McLarney Carolan
Published: July 2002

This study explores the role of expatriate satisfaction in organizational performance. It also posits that international transfer of knowledge and corporate learning are determinants in the overall satisfaction of expatriate managers. Moreover, as organizations gain international experience, their expatriate managers contribute to the global learning of the firm. This corporate learning provides the tools (e.g. foreign market experience and know‐how) for future expatriate managers and increases the likelihood of positive overseas experiences. Results from 132 expatriates of Fortune 500 firms indicate that satisfaction is significantly related to the performance of the organization as a whole and, further, that this relationship will vary depending on the international orientation of the organization.
A shared strategic vision: dream or reality?
Authors: Hodgkinson Myra
Published: July 2002

This paper explores the expressed meanings that 60 middle managers attach to the concept of a shared strategic vision by providing a brief review of the business and management literature and the role of organisational learning. It continues by identifying the meanings and skills that these middle managers from a large international corporation attach to the achievement of a shared vision within a framework of Senge’s skills. A further element uncovered by the research is recorded; how the managers express their concerns regarding the reasons, as they see them, why a shared vision is not a feature of their organisation. A conclusion is reached that these middle managers believe implicitly that a shared strategic vision is desirable. Further that engagement in the activity described in the paper provides an opportunity for the managers to reflect on their organisation within the concept of organisational learning and the skills that are needed to take this concept forward.
Four Approaches to Learning from Experience
Authors: Mumford Alan
Published: July 2002

Investigates what lies behind the cliche that “managers learn from
experience”. Reviews a project undertaken with 21 directors in 15
organizations in the United Kingdom, who were interviewed over a period
of three months about their experiences at work and what they had
learned from them. Shows the possibility of enhancing capacity to learn
from experience through an improved analysis of the alternative ways in
which managers approach their experiences. The apparently obvious
proposition that managers learn in hindsight by looking at the
experiences they have had and, much less frequently, learn by
identifying in advance learning opportunities needs to be turned into a
more discriminating analysis. Instead, shows that there are four
approaches: (1) Intuitive; (2) Incidental; (3) Retrospective; and (4)
Prospective. Offers a description of each of these Four Approaches and
presents examples of the thinking involved in each description. In
addition presents a case in which four different individuals illustrate
each of the Four Approaches in relation to a shared experience of
discussing a problem at a meeting. Briefly illustrates the results of
the Four Approaches in terms of whether directors acquired knowledge,
skills or insights as a result. The concept of insights is developed as
an alternative to the more familiar attitudes, it being suggested that
this description is more suitable in terms of what the directors
actually said about the nature of their learning – the “A‐ha” effect.
Briefly presents the view that the Four Approaches concepts could be
used to enhance individuals′ awareness of their own ways of learning
from experience, and suggests that this is particularly necessary in
terms of both formal management development philosophy, which involves
providing lots of experiences, and also of the many informal and
accidental experiences which managers will have. Finally, reviews the
extent to which the project team experienced their own learning from the
project in terms of the Four Approaches.
Learning for Total Quality
Authors: Chan K.C.
Published: July 2002

There is incongruity between what business schools teach and what business organizations actually need. Hence, the criticism of business school graduates as “corporate burdens” incapable of functioning as competent managers. The discordant note of change is gripping the traditional academy as it grapples with corporate demands to review its curriculum (too much emphasis on teaching the things that can be taught; too much analysis; deficiencies in cross‐functional integration and “soft” people skills). Thus, the persistent plea for teaching effectiveness and linkage with the corporate world. Acquisition of information and honed skills in analysis is essential but inadequate in managerial learning. More importantly, managerial learning means learning to take effective action; learning to acquire the “soft skills”, such as leadership, decision making, teamworking, negotiations, and communications. Action learning is one approach to management growth and development, which induces managers to focus primarily on their own experiences, to learn from exposure to problems and to learn from one another. The learning process is social; managers learn best to work in teams; managers learn by doing. Total learning for quality management seeks to integrate the core analytical skills with the soft interpersonal skills in the make‐up of the competent manager. The author shares his own action learning experience in his pursuit of an action‐learning‐focused PhD degree. Thus, it adopts a learner′s perspective to highlight the benefits of working on a real‐life project which is significant and meaningful. Discusses how action research and action learning deliver a balance of knowledge and action, academic rigour and managerial relevance. The learning output is the “Intelligent Corporate Strategy” paradigm – a manifestation of the author′s conceptualization of thoughts after 12 years in the machine tool industry, and its application to the author′s organization, OKUMA Corporation.
Catalyst for Organizational Learning
Authors: Winfield I.J. , Kerrin M.
Published: July 2002

Describes current research on organizational learning and change being
conducted in the Midlands region in the UK, centring on the industrial
conurbation of Derby. One of the catalysts for the current upsurge in
interest in organizational learning within this region has been the
arrival of Toyota Motor Manufacturing UK Ltd and the perceived
revitalization of the region′s economy that this investment is seen to
have made. Research at Derby University focuses on ascertaining the
degree to which Toyota Ltd can be attributed as being a point source of
change for firms learning, emulating and adopting what are known as new
wave manufacturing strategies and associated human resource management
practices. Discusses and theoretically frames empirically derived
results.
A review of issues in conducting organization‐level research with
reference to the learning organization
Authors: Heraty Noreen , Morley Michael
Published: July 2002

Explores some of the key issues in conducting research at the
organizational level, with particular reference to the Irish context.
Examines the dimensions of the concept of the “learning
organization” while acknowledging the contribution to our
understanding of it made by the current and increasing industrial‐level
research on the context and the definition of the learning organization.
Emphasizes the importance of ensuring that the research design
appropriately reflects the values and the experiences of those operating
in these organizations and that the vocabulary of the learning
organization does not surpass its empirical foundations and conceptual
expression so that the rhetoric does not outstrip the reality. Concludes
with an outline of difficulties commonly encountered by researchers when
focusing on “the organization” as their subject, including
those of access, finance or funding, and ethical, political and
methodological considerations.
Management accounting learns to adapt to Pratt & Whitney’s manufacturing cells
Authors: DeFilippo James S.
Published: July 2002

Describes how elements of the learning organization model can be found in Pratt & Whitney as the company embraces cellular manufacturing. Emphasizes the integration of traditional support groups into cell‐oriented business units. Argues that units experiencing the largest productivity gains have successfully completed the necessary integration. Reveals how productive units have changed their cultures from strict hierarchical control to high employee involvement. Suggests that units within the company which are still struggling with the necessary integration have yet to become learning organizations. Asserts that the challenge for Pratt & Whitney is to expand its successes throughout the company. Concludes that Pratt & Whitney is on track to achieve institutionalized learning and that achieving institutionalized learning requires adoption of the five learning organization tenets throughout the company.
A learning community in the making ‐ Middlesex University’s new MA in personal and organizational development
Authors: Critten Peter
Published: July 2002

Makes a case for a new kind of partnership between universities and their local communities within which organizational as well as individual learning can be recognized, developed and accredited. Describes Middlesex University’s new MA in personal and organizational development and suggests that a programme of this kind could be a catalyst for such a change to be brought about.
Using systems thinking tools to help Australian managers increase their capacity for perception
Authors: Wreme Elisabet , Sorrenti Sarina
Published: July 2002

Suggests that a major shift in the way organizations are currently managed is required if Australia wants to enhance its future competitive position. Australia needs to capitalize on its perceived strength of being hard working, flexible and innovative while overcoming its lack of strategic perspective. Discusses two case studies where the application of systems thinking tools and the surfacing of mental models have helped managers overcome their short‐term thinking and start to take control over their own futures. The case studies demonstrate how it is possible to start surfacing mental models and for the participant to learn how these affect the organization. The major learning is that the tools can be applied to most types of organization, no matter how far down the “learning organization path” they have travelled. The key is how the tools are applied and how skilled the facilitator is in creating a safe and open environment for reflecting and exposing mental models. The case studies show that the application of systems thinking tools can be rewarding and as a result we encourage practical experimentation.
Transforming the rhetoric of organisational learning to the reality of the learning organisation
Authors: Reynolds Rysia , Ablett Anne
Published: July 2002

It has become generally accepted that “people and not capital add the competitive edge” (The Sunday Times, 17 November 1996). This belief is often put into practice through the use of frameworks of organisational learning and the concept of the learning organisation. These are invariably packaged as initiatives which promise competitive advantage through people. Within this context the paper considers the rhetoric associated with the learning organisation and other frameworks of organisational learning. The research confirms the hypothesis that reliance on rhetoric alone can be dangerous and costly and identifies the problems associated with this approach. The paper recommends a solution which is embodied in the Molecular Development Model together with the “Learning” checklist. Together they enable organisations to become more effective in transforming themselves into learning organisations as well as providing a theoretical and conceptual tool useful in the education and development of managers.
Conceptual frameworks beyond the learning organisation
Authors: Griffey Simon
Published: July 2002

The learning organisation is a concept and, as with any complex concept, embodies sets of values, goals and beliefs. As consensus grows about these values, goals and beliefs, the probability increases that the concept will be translated from representational status to action and behavioural change. This paper argues that the organisation that attaches its strategic development to the highest level of conceptual framework will be the organisation best suited to manage adaptation to change and challenge in the future. It is suggested that the learning organisation concept can be thought of as the lowest of a three‐stage conceptual hierarchy of learning‐wisdom‐enlightenment. The paper explores the characteristics of the wise organisation and enlightened organisation and suggests that this sequence of development is not accidental but intimately related to the evolution of the human mind (that gives rise to the conceptual frameworks in the first place), from prepersonal to personal to transpersonal.
Model for change and learning (one example of a member of the UN family creating its own process by using the experience of its own people)
Authors: Guastavi Adelina , Oxtoby Barry
Published: July 2002

The United Nations Staff College Project (UNSCP), conceived in 1996 as a project with an initial life‐span of five years, has been entrusted by the United Nations to the International Training Centre of the ILO in Turin. The college aims at promoting and developing a series of new and innovative learning and training opportunities in support of a more effective United Nations system and as a contribution and support to the process of change and reform currently under way. This paper is a commentary on the progress made in conceiving, creating, developing and applying a learning and change process in the United Nations Staff College Project. The time span is from January to June 1997.
Organizational dilemmas as barriers to learning
Authors: Steiner Lars
Published: July 2002

The theories of Senge and Argyris and Schön were used in analysing an attempt to develop a learning organization in a Swedish manufacturer of tools. The research was a case study, using different sources of evidence for validating results. The organizational learning theory used puts emphasis on the individual in the flow‐group. Barriers to learning have been found because an individual’s mental models and metaphors are not consistent with management’s. When, as in the studied case, the ideology of organizational learning is not followed by values and norms for behaviour supporting the new ideology then barriers to learning occur. Barriers to learning have been traced to dilemmas caused by the individual and the flow‐group, the organizational structure and managerial actions.
Organisational learning: developing leaders to deal with continuous change ‐ a strategic human resource perspective
Authors: Swain Pam
Published: July 2002

Examines the current environment for management in terms of development strategies. Evaluates various change strategies and theoretical frameworks for competitive advantage. Discusses the uncertainty managers are faced with when deciding on strategies for performance improvement and reviews the implications for managers and HR strategy.
The learning organization and CPE: some philosophical considerations
Authors: Battersby David
Published: July 2002

Continuing professional education (CPE) refers to the ongoing, structured and unstructured learning and educational opportunities that are pursued by particular professional groups and their members. This paper argues that CPE needs to discard its traditional, conservative mantle and assume a new agenda more consistent with the emancipatory and transformative imperatives associated with the learning organization. To guide this development, a set of philosophical principles is provided and these are grounded in the work of two theorists, Paulo Freire and Antonio Gramsci. It is suggested that this more radical approach to CPE within the learning organization will encourage less adherence to domesticating and passive modes of CPE.
Ideology in organisations – a comparison of East and West
Authors: Glaser Stan , Halliday Mike
Published: July 2002

Defines ideology and examines its role in organisations in the East and West. Looks at different factors involved, including family structure and emotion, and relates them to organisational culture. These were then tested in two medium‐sized pharmaceutical companies, one in Sydney, Australia, the other in Kuala Lumpar, Malaysia. In‐depth interviews were followed up by questionnaires, not only for staff but also for external parties such as suppliers. The resultant data were analysed by Kamen’s “quick clustering” procedure, to allow a representation of the way variables hang together. It concludes that social organisation affects organisational and employee performance, but suggests that the role of gender within these groups was less clear.
The conscious organization
Authors: Heaton Dennis P. , Harung Harald S.
Published: July 2002

New paradigms in science and in management are recognizing that consciousness pervades the evolving order of the natural world and is the essential foundation for organizational transformation. We describe seven properties of a consciousness‐based organization: efficiency on a par with nature’s principle of least action; spontaneous and frictionless coordination; creative inspiration akin to artistic genius; doing well by doing good: prosperity and social value; harmony with the natural environment; spontaneous change in an evolutionary direction; and leadership which promotes full human development. Specific practices to develop consciousness in organizations are identified. These qualities and practices are illustrated through a fictional story of a manufacturer of top quality, environmentally friendly solar energy technologies.
The use of new technologies in reference and information work
Authors: Cullen Rowena , Huanwen Cheng
Published: July 2002

New technologies in reference and information work place increasing demands on reference staff to acquire skills with the technology itself, to develop and evaluate new services and sources, and to train users in their optimal use. These demands for new skills create training needs among staff offering the services. This paper reports on a survey carried out in libraries in Guangzhou and Wellington that investigated the use of technology to provide information services in these libraries, the training that had been provided and areas where libraries felt there were still unmet needs for training. Although Chinese libraries were using a similar range of technologies, training programmes and needs varied between Chinese and New Zealand libraries.
The IFLA office for UAP: recent developments in improving the availability of publications
Authors: Keates Sarah
Published: July 2002

Describes the objectives of the universal availability of publications programme and reviews recent work. Reports on current activities and projects in which the programme is active and reiterates the interest of the office in becoming involved in further types of work which help promote the ideals of the UAP programme.