bluuebunny/crossref_metadata_2025 huggingface dataset:
Reframing and organizational action: the unexplored link
Authors: Palmer Ian , Dunford Richard
Published: July 2002

Since the mid‐1980s, there has been strong advocacy of the use of reframing through the application of organizational metaphors as one of the skills of the “new” manager. The reframing approach champions the virtues of analysing and responding to organizational situations through the use of multiple frames and is centrally implicated in the process of organizational change. The underlying message is that it enables both analysis and action to occur. Argues that this link has not been adequately explored in the literature which tends to assume that “appropriate” actions are able to be taken and that they will be successful. Explores four main constraints: cognitive limits; frame dominance and the limits of language; conceptions of action and their limits on reframing; and knowledge and power as limits to reframing.
Dynamic management of the environmental enterprise: a qualitative analysis
Authors: Uhlaner Hendrickson Lorraine , Tuttle Dale B.
Published: July 2002

Defines environmental entrepreneurship as entrepreneurial activity that benefits the environment. Building on this definition, presents two related conceptual schema that may be used to study environmental enterprises. Presents an environmental classification scheme that can be used to categorize the mission or market strategy for different environmental enterprises. Applies the Dynamic System Planning Model, an open systems model of organization effectiveness, to explore the ways in which an environmental market strategy focus may impact other management issues. Presents qualitative data gathered from interviews and case materials from four small environmental enterprises. The environmental focus influenced the management approach to resource acquisition in three of the four companies. Environmental entrepreneurs also shared the common characteristic of taking a proactive stance relative to government sanctions and incentives boosting their respective industries. Points out a few practical implications and suggestions for future research based on the findings. One of these implications relates to the basic premiss of environmental entrepreneurship: Is it healthy for a business to focus the entire business on the environmental sector? Suggests not, recommending instead that a company may reduce its risk and thus potentially prolong its existence by diversifying into both environmental and non‐environmental industry segments, as long as both are linked to the company’s core competences. Urges further study of corporate strategic issues of this type. Recommends directions for future research.
Does the implementation of total quality management (TQM) change the wellbeing and work‐related attitudes of health care personnel?
Authors: Kivimäki Mika , Mäki Eerikki , Lindström Kari , Alanko Arto , Seitsonen Sanna , Järvinen Kirsi
Published: July 2002

Explores the quasi‐experimental study and the impact of the implementation of TQM on well‐being and work‐related perceptions among hospital staff. The survey was carried out before and after the implementation of TQM in a surgical clinic and at the same time in two non‐TQM surgical clinics which served as the control group. The results revealed that an economically feasible TQM implementation may not necessarily alter the wellbeing (in terms of job satisfaction, work motivation, and organizational commitment) and work‐related perceptions (including goal and process clarity, openness of communication, extent of participation and innovativeness, and degree of autonomy) of the staff. However, problems in commitment to TQM emerged among the physicians.
Seeing ecology and “green” innovations as a source of change
Authors: Azzone Giovanni , Noci Giuliano
Published: July 2002

States that over the last few years, the growing importance of the ecological question has led many executives to modify their business policies. The integration of “green” issues in the process of strategy formation has significant financial, managerial and organizational implications for the corporate system, thus requiring firms to re‐design their value chain activities and processes. This paper aims at: analysing current patterns of environmental behaviour adopted by firms; discussing whether and how the ecological challenge must be seen as a major source of change, thus identifying specific implications on the corporate system of environmental entrepreneurship; presenting the basic triggers which may foster the introduction of innovative environmental programmes.
Hitch‐hiking on a hype: Dutch consultants engineering re‐engineering
Authors: Benders Jos , van den Berg Robert‐Jan , van Bijsterveld Mark
Published: July 2002

Business process re‐engineering (BPR) is described as a management fashion. Manage‐ment fashions are introduced on the market for management knowledge by fashion‐setters, who are often consultants. Characteristic for management fashions are multi‐interpretability and promises of performance improvements. The demand for and supply of management fashions is constituted in iterative cycles. By drawing on primary and secondary data, we show how Dutch consultants handle the management fashion BPR. They tend to be highly pragmatic in using this fashionable label. In close interaction with clients, elements of the original BPR concept are dropped and notions of other concepts are included in what are called “BPR‐projects”. The label “BPR” is used for commercial reasons, yet it is easily decoupled from the original concepts and coupled to notions of other concepts. The consequences of these findings for the current literature on management fashions are discussed.
Multiple personalities: the case of business process reengineering
Authors: Pruijt Hans
Published: July 2002

BPR can be deconstructed into four different identities. In the first place it is a product of the management fad industry. In the second place it is part of a neo‐Taylorist movement because of the following characteristics: a top‐down streamlining of operations, unproblematic acceptance of typical Taylorist solutions and the prevalence of assertions that the outcome for workers is an upgraded work content. In the third place BPR is a euphemism for downsizing. Downsizing is much more at the core of BPR than some of its proponents would have it. Finally, BPR functions as a non‐normative, descriptive label for process oriented change. The paper seeks to show how the different identities of BPR interact and get into one another’s way.
Rituals and rules: about magic in consultancy
Authors: Schuyt Theo N.M. , Schuijt John J.M.
Published: July 2002

Consultants are called in when managers of corporations and organizations face major changes. Cultural changes and transitions from one stage of development to another are among the subjects studied in cultural anthropology. This article looks at how cultural anthropological insights into trans‐ition rituals can be applied to consultancy practice. It is postulated that one of the roles played by the consultant in this context is that of a magician who guides the transition from the old to the new with not only rituals, but also rules. This approach has so far received little attention in management and consultancy literature. The article is rounded off with some conclusions.
Transformational leadership in the context of organizational change
Authors: Eisenbach Regina , Watson Kathleen , Pillai Rajnandini
Published: July 2002

The importance of leadership to the change management process is underscored by the fact that change, by definition, requires creating a new system and then institutionalizing the new approaches. While change management depends on leadership to be enacted, to date there has been little integration of these two bodies of literature. Thus, the purpose of this article is to draw parallels between the change literature and the leadership literature; specifically, the transformational leadership literature that is primarily concerned with the capabilities required to enact change successfully. This is done by describing areas of convergence between the two literatures that point to the appropriateness of transformational leadership in enacting change. Finally, the papers in the special issue are previewed by identifying their underlying themes.
Organizational enhancement through recognition of individual spirituality
Authors: King Sandra , Nicol Dave M.
Published: July 2002

In today’s world of heightened change, many individuals are suffering from a perceived loss of meaning and purpose in their lives, engendering a sense of spiritual desolation and impelling a spiritual quest. The work environment, so central to their existence, often contributes to the sense of desperation and thwarts individual growth. However, if management recognizes the potential for mutual benefit in the nexus of the individual’s spiritual odyssey and the structure of the organization, the organization’s contribution can be truly positive. The paper proposes an integration of the theoretical frameworks of Carl Jung and Elliot Jaques as a source of managerial insight into the process of individual spiritual growth within the context of the organization. With such perspective, management not only enhances its prospect for precluding the dysfunctional behavior of the spiritually bankrupt, but also enhances the organization’s capacity to foster heightened initiative and productivity from its members.
Making sense of revolutionary change: differences in members’ stories
Authors: Taylor Steven S.
Published: July 2002

Members of an organization that had undergone revolutionary, punctuated equilibrium type change were asked to tell the story of that change. Senior managers tended to make sense of the change as discontinuous, while individual contributors tended to make sense of the change as incremental. Three theories of individual sense‐making; individual agency, personal relevance, and strategic perspective are developed to suggest why individuals made sense of these changes differently.
A systemic view of organisational change and TQM
Authors: Cao Guangming , Clarke Steve , Lehaney Brian
Published: July 2002

While total quality management (TQM) has been widely applied in the management of change, and is likely to remain a priority into the next century, failure rates at times above 75 per cent give cause for concern. The study on which this paper is based has reviewed TQM as an approach to change management. Four interrelated classifications of organisational change are presented: change as structure (or “functional change”), process, values, or power distribution. Of these, it is contended, TQM adequately addresses only process change, with incidences of failure closely correlated to the application of process‐based TQM techniques in change contexts characterised by structure, values or power. This study suggests that, for TQM to be applied successfully, either an approach is required which adequately addresses all types of change context (a so‐called “systemic” approach), or its application needs to be restricted to those contexts where process dominates.
Marginalisation of quality: is there a case to answer?
Authors: Dale B.G. , Williams R.T. , van der Wiele T.
Published: July 2002

This paper makes the point that since the early 1990s there have been signs (e.g. the move from quality and total quality management (TQM) to excellence, and process control to process management) that quality and TQM are perceived by some commentators to be out‐of‐date and fallen by the wayside. The paper outlines these signs and points out that they can lead to a marginalisation of quality. However, through major trends such as business to business e‐commerce and six sigma there are clear indications that old style quality is coming back into the business arena because of the savings it can bring. These trends and their implications are examined in the paper.
Three leafed clover?: TQM, organisational excellence and business improvement
Authors: McAdam Rodney
Published: July 2002

This paper seeks to categorise the terminology currently in use within the quality management discourse. Aspirational definitions are studiously avoided, rather a critical perspective of the existing discourse is analysed. Three main terms are found to be most prominent in the current discourse, namely TQM, organisational excellence and business improvement. These terms are critiqued, compared and contrasted using a critical perspective and five point analysis framework. It is concluded that TQM has an established theoretical base on which enabling practice can be established. Dilution of this term could lead to yet more faddishness within the quality movement. Organisational excellence (OE) is currently a key stage on the TQM journey and is composed of contributions from various management discourses. There appears to be an emerging dynamic to develop OE beyond that of an aspirational stage point. Business improvement is considered to be a synonym for TQM, where omission of the word quality, especially in manufacturing circles, can be advantageous in that quality assurance connotations are avoided.
Managing customer dissatisfaction through effective complaints management systems
Authors: Zairi Mohamed
Published: July 2002

Complaints handling is not a substitute for abdicating the responsibility for managing quality and achieving customer satisfaction. Indeed, the former and the latter are nothing but synonymous expressions and quite compatible concepts. This paper treats the issue of complaints handling and management as essential for achieving customer retention and loyalty. It argues the principle, demonstrates the points through best practice application, and produces a roadmap and an audit tool for developing a culture which is not averse to handling complaints.
Implementation of total quality management in the managed care industry
Authors: Aghazadeh Seyed‐Mahmoud
Published: July 2002

This paper presents an evaluation and discussion of total quality management (TQM), focusing on its origin, measure, and implementation into a specific industry (managed care). It will further show the significance of the nursing profession when looking how to successfully join the two concepts together. The results of this paper will effectively demonstrate that the implementation of TQM into managed care reveals a higher level of quality and customer satisfaction.
Brent’s Total Quality Programme
Authors: Walker John
Published: July 2002

Brent Council has been revolutionized over a period of four to five
years, from a local authority characterized by scandal, incompetence and
high taxation levels to one which has won awards and national
recognition for quality services and quality performance. Records the
change and examines the key element in the change process, Brent
Council’s home‐grown total quality programme, with its emphasis on
cascade training through quality facilitators.
Should Activity‐based Costing be Considered as the Costing Method of
Choice for Total Quality Organizations?
Authors: Letza Steve R. , Gadd Ken
Published: July 2002

Managers of contemporary organizations are continually examining modern
management techniques with a view to adopting best management practices
and thus gain competitive advantage. The danger is that managers will
adopt a functional stance and consider only narrowly defined management
techniques contained within a functional specialism, for example finance
or operations management, considering the inter‐functional implications
of developing a particular technique. Describes activity‐based
costing/management, total quality management and quality costing and
considers the extent to which these techniques are interdependent and
appropriate for a total quality organization.
Increasing involvement in self‐assessment: the Royal Mail approach
Authors: Zaremba Denise , Crew Tim
Published: July 2002

Explains the Royal Mail approach to self‐assessment. An increasing
number of companies are using a self‐assessment process at an
organizational or business unit level, but this often has little impact
at a local level. Describes how Royal Mail has increased involvement
through unit self‐assessment.
Is there a link between total quality management and learning
organizations?
Authors: Sohal Amrik , Morrison Michael
Published: July 2002

Focuses on an attempt to determine whether or not there is a link
between TQM and learning organizations. Data from three TQM companies
are tested against a series of building blocks for developing learning
organizations. Total quality management tends to create the environment
necessary for organizational learning to occur. The learning
organization creates competitive advantage by adapting to changing
environments, continually improving and being able to absorb new
concepts and innovations.
Leveraging re‐engineering through TQM
Authors: Wright Brett M.
Published: July 2002

Describes a case study which leveraged a business process
re‐engineering effort through a traditional TQM strategy. Discusses the
interrelationship between TQM and business process re‐engineering and
questions whether they are so different or simply variations on the same
theme of improving business processes. Demonstrates that business
process re‐engineering efforts can be driven by shopfloor employees when
an appropriate consultative environment is in place and how TQM can
assist in this process.
Is your organization ready for TQM? An assessment methodology
Authors: Weeks Brenda , Helms Marilyn M. , Ettkin Lawrence P.
Published: July 2002

The TQM literature suggests that success comes to organizations
ready for a change in climate. Perceptions of management and employees
are important to assess because these groups function as if perceptions
are real. Determining levels of readiness or conversely resistance to
change is an important step, yet few organizations assess readiness in
starting a TQM implementation. Highlights key assessment criteria and
discusses the variables used to survey both managers and employees
regarding these characteristics. Identifies ways to use the variables to
develop a survey instrument as well as to diagnose and identify
potential ways to remove potential hurdles to TQM. Indicates that both
manufacturing organizations and service providers can use these
variables to implement continuous improvement processes better.
Cost of quality: evaluating the health of British manufacturing
industry
Authors: Kumar K. , Brittain J.C.
Published: July 2002

Depending on the orientation and thinking, “quality”
can be considered to be “free” or “to be paid
for”. Industrial revolution in different parts of the world
started at different times and now there is a consensus that quality,
like any other commodity, has to be paid for. Suggests that the
boardroom is concerned with quality only when it is expressed in terms
of lost profit as a ratio of sales turnover or a similar measure. It is
therefore important that the cost of quality is used as a management
tool and as an indicator of the economic health of the organization.
Reveals that there is some evidence in the literature, supported by the
results of our survey, that organizations are sceptical about the real
strength of this tool which was proposed, in the present format, by
Joseph Juran in the 1950s. Highlights the importance and strength of
this tool and establishes the relative position of the manufacturing
sector in the UK through a detailed survey. Reports on the conclusions
arrived at, and demonstrates that British manufacturing industry is
ready to turn the corner.
“A job for life” into “A life of jobs”: the new employment contract
Authors: Gilbert John
Published: July 2002

Compares old and new employment contracts, highlighting the benefits of the latter and advising on how new contracts can be built. Points out that employee commitment and loyalty depend on good leadership, training, communication and recognition. Finally puts forward an action list to guide organizations on the road towards continuous improvement and the ultimate goal of world‐class status.
TQM in practice: a survey of Singapore’s manufacturing companies on their TQM practices and objectives
Authors: Ghosh B.C. , Han Hua Wee
Published: July 2002

Presents the findings of a survey on total quality management (TQM) practices of Singapore’s manufacturing companies. Details that the sample comprised 27 companies of different country origins, they came from different industries and together, the companies employed more than 16,000 people, which is approximately 5 per cent of Singapore’s manufacturing labour force, thus, in the view of the writers, representing a fair sample. Confirms from the findings that TQM is well established in Singapore, especially among medium‐ to large‐sized manufacturing companies, although not in all its facets, hence giving a mixed picture. Fails to confirm that the practice of TQM in companies of different country origins was significantly different, though Japan probably had an edge.
An integrated model in quality management, positioning TQM, BPR and ISO 9000
Authors: Castle Jack A.
Published: July 2002

Reviews developments in total quality management (TQM), business process re‐engineering (BPR) and world‐class manufacturing (WCM). Using modern systems, service quality and operations management theory, proposes an integrating model for managerial use which unifies existing approaches and helps managers navigate through the maze by presenting them with an integrating map. The model is called the Integrated Quality System. Compares the model with Beer’s five systems for viability. The Integrated Quality System enables the relative positions of TQM, BPR and ISO 9000 to be re‐appraised. It also incorporates systemic views of WCM. To date 35 organizations have been analysed using this model. The results have indicated many organizational deficiencies.
Privatizing the courts ‐ a quality assurance problem
Authors: Groocock John
Published: July 2002

Reports that English courts are in disarray because of gross inefficiency and excessive costs. Proposes that, it would be easier to privatize the courts, which could be broken up into small, fully competitive units, than the already privatized capital‐intensive utilities. Illustrates how this could be done for the civil courts, resulting in major cost savings. The nationalized courts do not include any formal quality assurance system and publish no quality statistics to the public as do the education, health, water industries, etc. An effective, cost‐efficient quality assurance system would be essential for privatized courts. Details one way in which this could be achieved and the quality data it would produce.
Critical success factors for Inflight Catering services: Singapore Airport Terminal Services’ practices as management benchmarks
Authors: Yun Chang Zeph , Yong Yeong Wee , Loh Lawrence
Published: July 2002

The Singapore Airport Terminal Services (SATS) Inflight Catering has maintained a 47‐year zero‐food‐poisoning record. SATS Catering has also been the first flight kitchen to be awarded the ISO 9002 Certificate for production of inflight meals. It has contributed significantly to Singapore Airline’s success in providing excellent inflight service. A strong sense of mission coupled with management experience and culinary professionalism have resulted in the establishment of many joint‐venture kitchens all over the world through equity participation. Unveils the critical success factors of SATS Catering as management benchmarks for other companies.
Putting ethics into quality
Authors: Vinten Gerald
Published: July 2002

There is no doubting the global influence of the quality movement. It is therefore persuasive to note the role that ethical considerations play in various quality award schemes, and this furthers the argument towards an integrated approach. Having said this, there is scant evidence in the awards that ethical aspects have achieved high materiality. Business ethics has the potential to become a significant aspect of corporate strategy and culture. We now have the 5Es of audit : economy, efficiency, effectiveness, environment and ethics. The ethical audit has tended to be an activity carried out by pressure groups external to organizations. With an increasing emphasis on the wider corporate and social responsibilities of organizations, this external only approach is less than adequate. Organizations which take their stakeholders for granted and abuse their wider responsibilities, including the environment, may find that their continued viability is in doubt. A definition is provided of the “business ethics audit” which attempts to find a middle way between a view that businesses are entirely about creating social good, and one which considers that “the business of business is business” and that there is no wider social responsibility. The preferred approach is to internalize within companies concern for ethical matters, and the appointment of a consumer advocate with access to the board is one way to achieve that. Ethical audit is, after all, merely an extension of existing legal and regulatory requirements. This provides a justification for an involvement of the quality movement in business ethics .
An integrated product development‐quality management system for manufacturing
Authors: Gunasekaran A.
Published: July 2002

In this paper, an attempt has been made to develop an integrated product development‐quality management (IPD‐QM) system by integrating the concepts of concurrent engineering (CE) and TQM. These two concepts have been considered in the past as a separate identity. However, there is a need to develop a system that would consider quality management and improvement at the design stage by incorporating the principles of total quality management (TQM) at every stage of the design and other upstream and downstream value adding activities. TQM has been considered with reference to firm orientation and identifies market advantages, that are product design efficiency, process efficiency and product reliability. The special feature of the system proposed here is that it advises designers, product developers and process planners on improvements that can be made to the design to improve product quality and manufacturing efficiency, and customer satisfaction. Also, a framework has been discussed in this paper for the integration of CE and TQM in manufacturing.
The strategic insights of Sun Tzu and quality management
Authors: Lo V.H.Y. , Sculli D.
Published: July 2002

Reports the results of an attempt to relate the military treatise of the ancient Chinese strategist Sun Tzu to strategic quality management. Two sets of 20 statements were compiled, one from the work of Sun Tzu and the other from the concepts of strategic quality management. A group of employees experienced in quality management was then asked to indicate on a discrete scale the relevance of each statement in terms of its applicability on quality management. The rankings and correlations of the statements are presented and discussed. The results indicate a degree of relevance of Sun Tzu’s insights to strategic quality management in an Asian context.
Improving the competitiveness of manufacturing companies by continuous incremental change
Authors: Love P.E.D. , Gunasekaran A. , Li H.
Published: July 2002

Total quality management (TQM) is an approach to change that can respond to the needs of the organisation and customers and has become the raison d’être of any organisation wishing to be competitive in an era of globalization. Since the introduction of a quality approach into manufacturing it has left its mark across the landscape of manufacturing industry. In some ways it is axiomatic that reacting to or initiating such a change has not led to improvement in business processes. Management has become disillusioned with TQM and has sought an alternative approach to change in an attempt to become more competitive, flexible and responsive to customer demands. Business process re‐engineering (BPR) has been advocated as an alternative to TQM. While BPR seeks radical performance improvements as an objective, the path that is taken is much more incremental. Therefore, change should be viewed as a continuous process. Argues that TQM is the foundation for BPR, but that only by implementing change progressively will BPR be potentially successful in the long term.
Implementing a quality management program ‐ three Cs of success: commitment, culture, cost
Authors: Laszlo George P.
Published: July 2002

It has been said sometimes in recent
years that “quality assurance is the assurance of
quality: quality management is the quality of
management”. The key factors of success for the proper
implementation of a quality management program in any organization
lie within that statement. Quality assurance efforts are directed at
activities related to the products and services that are
provided; the scope of a quality management program encompasses
everyone and all activities. Since management is responsible for
directing the activities of the people within the organization, the
control of the management process itself is necessary to implement an
overall quality program. Managing people consists of more than
controlling their activities ‐ management must provide the
appropriate leadership in demonstrating its commitment, must foster a
culture commensurate with its vision and mission, and must make
available the funds for the implementation of the program. Without
these aspects in pace, no quality program can withstand the test of
time.
Hoshin kanri ‐ a participative way of quality management in Japan
Authors: Kondo Yoshio
Published: July 2002

The essential steps of “hoshin kanri”, or policy management, in Japanese companies are described. They are annual policy and medium‐ to long‐term policy, basic company philosophy and quality policy, converting methodological policy into objective policy, the composition of policy, two deployment styles of target ‐ top‐down and bottom‐up, target deployment and “catch‐ball”, and top management internal quality control audit
Maintenance has a role in quality
Authors: Ollila Antero , Malmipuro Markku
Published: July 2002

Maintenance is not usually noticed in the context of quality. Some quality philosophies recognize that production equipment must be maintained in order to manufacture quality products. So‐called quality gurus have not emphasized that maintenance could have a significant role in quality. The studies on maintenance have concentrated on the cost effects. There is no idea what could be the magnitude of maintenance on quality deficiencies in different industries. The study carried out in five Finnish industries revealed that, in the process industries, maintenance is usually among the three most important reasons why there are quality problems. In the heavy industries utilizing continuous processes maintenance seems to have the highest impact on quality.
New product design and development: a generic model
Authors: Peters A.J. , Rooney E.M. , Rogerson J.H. , McQuater R.E. , Spring M. , Dale B.G.
Published: July 2002

This paper describes a generic model of the new product design and development (NPDD) process. The model has been derived from best practice observed in fieldwork carried out in a range of situations. The model helps to identify and put the company’s NPDD activities into the context of the overall NPDD process. It has been found to be a useful means of organising data on firms’ NPDD activities without imposing an overly‐prescriptive “how to” model of NPDD. The framework which underpins the model will help to promote a discussion of the approaches undertaken within a company’s NPDD process, thereby promoting understanding and improvement of the process.
Organisational quality ‐ a cognitive approach to quality management
Authors: Yamin Shahid , Gunasekaran A.
Published: July 2002

Conceptually argues that quality is a cognitive issue and a process of continuous innovation. Adoption of such innovations requires understanding of the nature of an organisation and its customers’ cognitive domains. The conceptual arguments presented in this paper illustrate that integration of organisational and customers’ cognitive domains should be the central feature of any quality initiative undertaken by an organisation. Existing models, such as TQM, among others, may be adopted and applied with greater success if the organisation takes a cognitive approach to quality. The organisation needs to: identify the cognitive needs of its people in order to create shared values essential for a unified approach to quality; identify the cognitive needs of its customers to create an in‐depth understanding of their buying behaviours; and integrate the cognitive needs of customers to that of the organisation by aligning its values and resources to those of the customer. A conceptual model of organisational quality is presented.
Healthy Working and Performance Management
Authors: Flanagan Hugh D. , Henry Paul
Published: July 2002

Achieving high performance in an organization is a complex business.
Most approaches are too piecemeal, unidimensional or iatrogenic. Healthy
working is an approach to managing performance that attempts to overcome
these problems by aiming, in a holistic manner, to harmonize those
factors which affect, either separately or jointly, individual physical,
mental and emotional health and individual and organizational
performance. The approach is based on a set of values and a series of
steps. The first step has to be establishing an information base‐line
– the four key indicators. A survey was undertaken by PBS to establish
the availability and usefulness of data in NHS organizations; summarizes
some of the issues raised. Although a worryingly small number keep
useful data or produce useful information, much can be done in making
critical links if available data is fully used.
Work Transformation in Health Care
Authors: Vestal Kathie , Massey Roy
Published: July 2002

Examines the growing use of “work transformation” or process
re‐engineering techniques in health‐care organizations. Identifies how
pressures on funding and increased expectations are forcing health‐care
organizations to adopt radical solutions in their search for lower costs
and improved quality of care. Also examines the experience of a number
of organizations, and highlights some of the risks involved in taking
these approaches.
Wine Waiter Syndrome
Authors: Deffenbaugh John L.
Published: July 2002

Based on the premiss that the extent of change taking place in health
care presents a continuous stream of new ideas, concepts and management
tools of which managers and staff must be aware and which they must
possibly adopt. Draws an analogy with the difficulty of ordering wine,
in that the wine waiter, who is the expert, could make it easier for
customers to identify and choose their requirements. Offers a number of
tips, including the development of staff and the retention of expertise
in‐house, to help make effective use of the experts who can beneficially
assist NHS managers.
Sickness absence and health at work in the NHS
Authors: Seccombe Ian
Published: July 2002

Presents summary results from two surveys which the Institute for
Employment Studies conducted in 1994 for the Health Education Authority.
The first of these surveys reports national benchmarking data on rates
of sickness absence and accidents at work in NHS provider and purchaser
organizations. The second survey concerns implementation of the Health
at Work (HaW) in the NHS initiative in NHS hospital worksites. Discusses
structures and processes of HaW implementation.
A missing link? Workforce demand as the link between two health
care related markets
Authors: Stanwick Stephanie C. , Humphreys John
Published: July 2002

Examines the links between workforce demand and two health care
related markets, the first being the internal market between purchasers
and providers of health care, and the second the market for education
expressed between colleges of education as providers and NHS Trusts as
purchasers of the courses. Workforce demand has to take account of the
numbers of people on courses, but also specialist skills required to
enable NHS Trusts to deliver changing health care needs of the future.
Leadership and vision in the NHS: how do we create the “vision thing”?
Authors: Hackett Mark , Spurgeon Peter
Published: July 2002

The development of NHS trusts has been a major part of the NHS reforms in the United Kingdom. The creation of trust boards has coincided with significant pressures from the combined forces for change and consolidation within publicly financed health care in the UK. The development of a long‐term strategic vision for trusts to ensure long‐term survival is imperative. Considers evidence from international researchers and translates this into the context of NHS trusts. Discusses how they define and identify vision and ensure that vision building can be communicated and understood by key stakeholders within and outside the organization. Offers several practical suggestions on how their vision can be monitored and evaluated within the organization.
A journey from bureaucracy to enterprise
Authors: Oliver Stephen , Harrison James J.H.
Published: July 2002

Uses the Business Development Consultancy as a case study to demonstrate how a training and development function responded to the working for patient reforms in the NHS. Offers an example of how change can be managed effectively when moving from a bureaucratic to enterprise culture. Emphasizes dealing with the human side (including the casualties of the change) and obtaining ownership of the change and focuses on how the mind set needs to shift. Highlights that change is more than implementation of a new organizational structure or set of rules. Reinforces that change is continuous and requires continual monitoring and review. Ends by stating that change from bureaucracy to enterprise may be difficult but can be achieved successfully.
The importance of workforce planning in the NHS in the 1990s
Authors: Gill Philip
Published: July 2002

Considers a variety of pressures, both internal and external to the National Health Service, which in recent years have ostensibly increased the importance of sound workforce planning initiatives. These include, among others: skill shortage; the drive towards cost‐efficiency and effectiveness; an altered philosophy of care through new technology; the development of competence‐based training initiatives; nationwide demographic changes; and the need to develop identifiable skill shortages. Presents reprofiling (skills alignment with organizational needs) and skill mix and distribution as useful approaches to workforce planning and concludes with a brief consideration of implications for planners of professional boundaries and changed educational priorities for health service personnel.
Whither career development in the NHS?
Authors: Rowland Hilary
Published: July 2002

Observes that changes in the nature of employment and career development in the private sector have also affected the National Health Service in a similar way. Highlights how economic pressures have forced organizations to rationalize their workforces, and with this has come an end to the psychological contract which has existed between employers and employees. Outlines the nature of those changes, and their effect on individuals who need to take responsibility for their own career development. Suggests that there is now a need to develop a new moral contract between employers and employees. In return for job security, employers can offer a range of developmental opportunities to enable employees to become more employable when new employment is required.
Subordinate appraisal of managers: “testing the theory”
Authors: Levy Gerald , Reid Peter
Published: July 2002

Identifies the qualities of the “ideal” line manager as perceived by three groups of professionals allied to medicine. Makes explicit the research methodology used to gather data, and reports the findings. Surveys three groups of professionals allied to medicine (PAM), namely, speech therapists, social workers (child health and adult physical health) and clinical psychologists. Offers an analysis of the data and draws some conclusions. Concludes with a reflection on the significance of the findings.
Surveying technologists: a novel method for establishing productivity standards in a clinical haematology laboratory
Authors: Jatoi Aminah , Jaromin Rosemary , Grzybek Debera , Nguyen Phuong L.
Published: July 2002

Personnel costs comprise the largest clinical laboratory expense. Yet standards to judge the productivity of personnel have not been established. A survey of the authors’ own personnel was conducted to derive productivity standards in the Clinical Hematology Laboratory at the Massachusetts General Hospital, Boston, Massachusetts, USA. Technologists were asked how many white blood cell differentials they could perform in an eight‐hour shift. Differential productivity was tracked before and after the survey. Of the respondents, 100 per cent failed to meet their own expectations of productivity. Nine technologists were tracked both before and after the survey was mailed and manifested a significant increase in productivity. These results suggest that technologists are objective in their assessment of their own productivity, that their opinions might be a resource for establishing productivity standards within the laboratory, and that such surveys may serve as motivational tools to augment productivity.
Multi‐skilled health carers: nature, purpose and implications
Authors: Hurst Keith
Published: July 2002

Multi‐skilling has been the most enduring element of patient‐focused care in the UK. A recent report from the Manchester University Health Service Management Unit (HSMU) extended the multi‐skilling debate and offered a framework for changing National Health Service workforce policy along multi‐skilling lines. Examines the main HSMU issues in the light of broader empirical and other evidence. Assesses the strengths, weaknesses, opportunities and threats to multi‐skilling. Concludes that multi‐skilling protagonists still face a number of challenges.
Nurse education: a time for new solutions?
Authors: Blair George
Published: July 2002

Notes the worsening situation with regard to nursing shortages. Considers responses such as the commission of increased places on Project 2000 courses and the introduction of NVQ III staff. Points to this success, particularly with regard to the latter of these solutions, but notes a lack of career progression for such entrants. Suggests that there is a strong case for development of a better career path for NVQ III staff, and looks to education and training consortia in this respect.
“It’s just like somebody’s turned on a light”: an NVQ success story from the voluntary sector
Authors: Fearfull Anne
Published: July 2002

This paper reports the findings of an original piece of case study research conducted in a voluntary sector organisation engaged in the provision of care in the community. The organisation caters for three client groups: the elderly; people with learning disabilities; and people suffering from mental ill health. The aim is to promote a good quality of life through personal dignity, individuality and self‐determination; and to provide a high standard of nursing care and social support within a homely environment. The organisation employs both professionally qualified nurses, i.e. Registered General and Registered Mental Nurses (RGNs and RMNs), and non‐professionally qualified staff, i.e. care/support workers, in order to achieve those aims. The circumstances leading to the decision to introduce the NVQ in Care is examined, as is the level of success with regard to how candidates, their assessors and their managers perceived enhancements in candidates’ work performance.
The logic of job‐sharing in the provision and delivery of health care
Authors: Branine Mohamed
Published: July 2002

By definition the practice of job‐sharing starts from the premiss that there is a full‐time job to be shared by those who want to balance their work with other commitments. In a public sector institution, such as the National Health Service (NHS), where most employees are female, it seems logical to believe that a job‐sharing policy would be able to promote equal opportunities, to increase employee job satisfaction and to reduce labour costs. Hence, this paper attempts to discuss the advantages and disadvantages of having a job‐sharing policy, and to analyse the reasons for the limited number of job‐sharers in the NHS despite the apparent benefits of job‐sharing to both the employees and the employer. This study was carried out in 15 NHS Trusts in northern England and Scotland, by the use of questionnaires and interviews, and found that most NHS managers did not see the practice of job‐sharing as a major cost‐saving opportunity or as a working pattern that would enhance employee satisfaction and commitment. They saw job‐sharing as just a routine equal opportunities request which did not deserve such managerial attention or long‐term strategic thinking. It is argued in this paper that job‐sharing is a potentially useful option against a background of demographic and other social and economic changes which require the development and use of long‐term strategic policies. Therefore it is concluded that, in the NHS, there is a need for a more active and creative approach to job‐sharing rather than the reactive and passive approach that has dominated the practice so far.
The third way: a new approach to management education in health care
Authors: Edmonstone John , Havergal Maggie
Published: July 2002

This article describes a number of significant changes taking place within the management education and development sphere within the National Health Service. It also highlights a number of important developments within the higher education world. At the confluence of these changes, it is possible to identify a new alternative to more conventional in‐house management training and the pursuit of postgraduate management qualifications. An example of this “third way” in action is offered through the description of an in‐house accredited management development programme run within an NHS Trust.
Team briefing ‐ helping to rediscover the road to Utopia
Authors: Oliver Stephen , Tonks Peter
Published: July 2002

The BDC has implemented several team briefing schemes into various NHS organisations over the last seven years. Evaluation over the last three years has highlighted several problems with the team briefing system. The article explores these and suggests ways of overcoming the problems with clear, definable actions. It highlights that the basic team briefing model is sound but that organisations need to consider their commitment and whether the culture is compatible or not with some reinforcement of certain processes which includes training team briefers and having effective feedback as part of the process. The article concludes that team briefing is a useful tool, which can help organisations communicate effectively with their employees.
Charting the developments in the NHS
Authors: Ahmed Pervaiz K. , Cadenhead Lynne
Published: July 2002

The success ofIn this paper, key changes taking in the development of the UK health sector from the 1940s to the mid‐1990s are briefly sketched. The changes originating from a variety of socio‐economic and political circumstances have largely been responsible for the current shape and position of the NHS. In a forthcoming paper, we will review the status of the NHS under the new Labour Government and examine implications of new changes for the future of the NHS.