bluuebunny/crossref_metadata_2025 huggingface dataset:
SELF‐OILED JOURNAL BEARINGS
Authors: Gardner W.W.
Published: February 2008

CERTAIN bearing applications require the use of a lubrication system contained within the bearing housing and independent of any outside systems or power sources. Marine main propulsion lineshaft bearings often fall into this category and the use of a disc‐scraper system for oil supply represents one solution. Tests on two sizes of such lubricating systems were conducted to determine flow rates and the influence of the primary variables involved. The test data is presented and correlated to assist in the design of this type of lubrication system.
Blow hot—Blow cold
Authors: Lundberg S.
Published: February 2008

When components made of different materials are combined to make anything mechanical, consideration must be given to the fact that they will not have the same thermal behaviour. Taper roller bearings mounted in light alloy housings provide an example of such a temperature‐sensitive arrangement. Depending on the difference in thermal elongation, large variations in bearing internal clearance can be obtained, and this can have an appreciable effect on the life of the bearings. The adjustment of the bearings on mounting must therefore be carefully determined. A passenger car gearbox with a light alloy casing where the intermediate shaft is supported in two taper roller bearings is studied. When selecting a suitable adjustment, the resilience of the casing must also be taken into account.
A QUARTER‐MILLION POUND REPAIR BILL
Authors: HILL E.C.
Published: February 2008

SYNOPSIS LOGICAL theories can be postulated for the escalation in incidents of marine main diesel engine lubricant malfunction and associated corrosion. If they are correct, the forecast is temporarily gloomy, until preventive measures become generally used and some long term reformulations are carried out. A number of early‐warning signs can now be recognized. On‐board microbiological tests have proved of great value; biocides are now known which can protect oils in use and many infected systems have been successfully sterilized. Other “straight” oil infections are discussed briefly but as yet the financial implications of other known infections are less pressing.
Rolling element fatigue life
Authors: PARKER R.J. , HODDER R.S.
Published: February 2008

ROLLING‐element bearings for aircraft turbine engine mainshaft applications are generally specified to be made of AISI M‐50 steel. Current aircraft turbine engine manufacturers' material specifications require a double vacuum melted (VIM‐VAR, for vacuum induction melt, vacuum arc smelt) AISI M‐50 steel for mainshaft bearings. With this material, ball bearing fatigue lives of nearly 100 times AFBMA predicted life have been obtained. Reduction in inclusion content, trace elements, and interstitial gas content is considered responsible for a major portion of this life advancement. AISI M‐50 also has the hot hardness and hardness retention ability for long‐life rolling‐element bearing operation at temperatures up to 588 K (600°F).
Soviet ideas on decreasing wear in metal‐polymer contacts
Authors: Belyi V.A. , Kragelskii I.V. , Savkin V.G. , Sviridyonok A.I.
Published: February 2008

EXPERIMENTAL WORK AND RESULTS I. Physical Methods of Polymer Modification PHYSICAL methods can be used to modify the structure of super‐molecules in order to control the mechanical properties of the polymer and revise the frictional properties over a wide range while keeping the chemical structure and molecular weight unchanged.
MICROBIOLOGY THEORY AND PRACTICE IN METALWORKING FLUIDS
Authors: YUST P.R. , BECKET G.J.P.
Published: February 2008

In the UK alone, approximately £2,000 million is spent each year on cutting fluids and oils. This is merely the cost of purchasing the material and does not include the sizeable sum required to pay for disposal of used fluids or any additives needed to support the fluids while in use.
SOME CONSIDERATIONS OF MARINE SHAFTING DESIGN
Authors: LARSEN O.C.
Published: February 2008

This paper, the first part of which was published in our September/October issue, was one of eleven read during the 1979 Conference on Operational Aspects of Propulsion Shafting Systems, organized jointly by the Institute of Marine Engineers and the Committee on International Co‐operation on Marine Engineering Systems (ICMES). We are grateful to the Institute for permission to republish the paper for the interest of all who have been concerned with vibrational, flexing and bearing problems inseparable from the development of VLCC and ULCC vessels during the past twenty years.
TRIBOLOGY'S BIG BONUS
Authors: PETER JOST H. , SCHOFIELD J.
Published: February 2008

Although there is no likelihood of mankind running out of energy in the foreseeable future, the immediate danger—pressing for remedial action—is its shortage in the form we are traditionally accustomed to using. To combat this danger, governments of most industrial countries have embarked on a series of strategies. The main targets of most of these are the savings of wasted (rejected) energy, as for instance that wasted in space heating systems through insufficient insulation or in thermal cycles of machinery.
TRIBOLOGY'S BIG BONUS
Authors: PETER JOST H. , SCHOFIELD J.
Published: February 2008

In Part 1 the authors dealt with the background of tribology and its intended purpose, ie to conserve energy by minimization of wear and friction in moving parts of plant and machinery — the basis of the 1966 Jost Report. In Part 2 they set out to show in great detail how this may be achieved dramatically by intensive research and development.
HOW TOUGH ARE REINFORCED FIBRE PLASTICS?
Authors: CARSWELL W.S.
Published: February 2008

FIBRE reinforced plastics materials are chosen for many industrial applications because of their high specific strength, low density and corrosion resistant properties. To ensure that these properties are effectively used requires careful design of the form and nature of the fibre and resin, and a testing programme to this end is described by Dr W. S. Carswell, of the National Engineering Laboratory Forming and Fabrication Division.
CLIVE TAKES A DAY OFF
Authors: ASKWITH T.C.
Published: February 2008

My specific interest in agricultural machinery really began with a visit to the Royal Show last year, for my elder son had just started work as a farmer, and I went along with him and his boss just for a day out.
WHEN THE OIL GETS DIRTY —
Authors: Wilson W.H.
Published: February 2008

Part of the paper on ‘Used Oil Analysis’ presented at the Awareness of Tribology seminars at Leeds University last autumn, this contribution covers a wide area of interest to all concerned with maintaining an efficient lubrication system and carrying ultimate responsibility for the disposal and renewal of used oil or its reclamation.
AECONOGUIDE LOW‐FRICTION PISTON SKIRT DESIGN
Authors: RHODES M.L.P. , PARKER D.A.
Published: February 2008

The AEconoguide Piston, designed for improved fuel economy by up to 4% and power output by up to 5%, is the product of AE pic, formerly Associated Engineering, linked in turn with Hepworth & Grandage and, therefore, with a backing of considerable technical and manufacturing experience in terms of pistons. This paper, written by two executives of the AE Developments Ltd company, describes work carried out to evolve a low‐friction skirt design without loss of essential oil distribution to the piston / cylinder interfaces. A truly biological exercise.
ADVANCED MACHINING TECHNIQUES FOR TURBINE BLADES
Authors: Johns B.A.
Published: February 2008

THE hostile conditions in a turbine place severe demands on its component parts and on the materials from which they are made. This applies particularly to those components exposed to the full effect of the hot gas stream and probably to none more so than the turbine blade itself.
BRITISH RAIL SWITCH TO MULTIGRADE
Authors: Morley G.R. , Eland J.A. , Dunn K.
Published: February 2008

British Rail uses more than 700m litres of fuel oil a year for diesel traction engines. Successive oil crises gave impetus to the development of multigrade oils which would achieve fuel economies in the diesel engines. Since no data was available on possible benefits of multi‐grade oils in large, medium‐speed diesel engines, it was necessary for BR to pioneer developments in this application which imposes special constraints on the formulations.
INDEPENDENTS' DAY IN BRUSSELS
Authors: OSBORNE BERNAL
Published: February 2008

A triennial meeting of the European Union of Independent Lubricant Manufacturers (UEIL) discusses policies, products and market prospects: A marathon Day of Study points a way for 77 participant member companies and 167 delegates.
CEMENTED CARBIDES
Authors: THOMAS VAUN
Published: February 2008

Cemented carbides are probably the most successful composite materials ever produced. They are best known for their outstanding wear resistance but many of their unusual properties remain largely unexploited. The author, Research and Development manager of Sandvik Hard Materials Ltd, Coventry, outlines the distinctive characteristics of this range of materials and illustrates their advantages in a wide field of engineering applications.
THE DEVELOPMENT OF NEW BEARING MATERIALS
Authors: DAVIES G.J. , EASTHAM D.R. , EASTWOOD B.J.
Published: February 2008

This paper is concerned with three types of bearing applications:
TOWARDS A COMMERCIALLY VIABLE NO‐COOLANT ENGINE
Authors: TIMONEY S.G. , Farmer M.H. , Parker D.A.
Published: February 2008

An engine test rig has been designed and built for evaluation of monolithic ceramic components and metal components protected by ceramic shields or coatings for operation in the high temperature environment of the combustion gases of an uncooled diesel engine. Tests on the first monolithic ceramic components have shown thermal shock capability to be more critical than resistance to tensile bending, or vibration induced stresses. Configuration design can reduce the effects of the latter more readily than it can deal with thermal shock.
ONE HUNDRED YEARS OF ESSO
Authors: Osborne Bernal
Published: February 2008

Opening up in Britain originally as the Anglo‐American Oil Company, Esso recently celebrated the Group's hundredth year of trading in this country. It was an occasion made more significant by the launching of a new $37.4m lubricants manufacturing and distribution complex, built on Thames‐side land at Purfleet, Essex, which the company has occupied since early days.
VIBRATION MEASURING TECHNIQUES
Authors: White Maurice F.
Published: February 2008

Vibration monitoring is being increasingly used as a tool for safe operation of machinery and efficient maintenance planning. There are, however, many problems associated with the measurement and interpretation of vibration data. In order to obtain a rapid diagnosis of a machine's health, and to apply condition monitoring results in practice, it is often necessary to consider the machine operating conditions, performance and other factors. These different approaches should be incorporated into one diagnostic technique having the proper balance of emphasis on each approach.
SLUDGE FORMATION
Authors: Lillywhite J.R.F. , Sant P. , Saville S.B.
Published: February 2008

The formation of sludgy deposits in gasoline engines first became a major problem during the early 1960s, prompting a considerable amount of investigative work and resulting in changes both to engine design and lubricant formulation. Some 20 years later during 1984 and 1985, the accumulation of semi‐solid materials in the gasoline engine again became an operational problem in Europe, the deposits being described as “hot sludge” or “black sludge”. The most serious occurrences were first noted in Germany. The deposits varied in consistency from a soft oily paste to a hard black brittle layer. These were usually found on the cooler inner surfaces of the crankcase and in particular, tended to accumulate initially in the engine top cover or on the top of the cylinder head (valve deck). Engine malfunctions and in extreme cases, total engine failure sometimes resulted from accumulation of these deposits, the most serious engine damage usually arising from blockage of the oil pump pick‐up screen and the attendant loss of oil supply. A number of European engine manufacturers were experiencing this type of failure within warranty periods, and the elimination of the problem became of major importance. Formation of sludge in gasoline engines has since been seen in countries outside Europe, notably the USA and Japan.
A note on the Low Pressure Regions occurring in the Hydrodynamic Lubricating Films of Journal Bearings
Authors: COLE J.A.
Published: February 2008

A point in the operation of journal bearings under hydrodynamic or thick film conditions which has always excited controversy is the question of the negative pressures predicted in the classical theory. This note examines relevant theoretical and experimental evidence of conditions in the low pressure regions in journal bearing oil films, referring particularly to possible cavitation phenomena and making suggestions for further research.
Have You an Intervention Strategy?
Authors: Barratt Alan
Published: February 2008

This article gives you the opportunity to contribute your views on how to proceed with a real “stop‐action” case, which is outlined below. It is hoped that readers will forward to this journal a brief strategy of how they would approach the situation: a selection will be published in a later edition, together with the actual entry strategy used and subsequent results. I am sure this approach of participation is not unique, but it may help us all understand and learn from alternative options open to practitioners in this field of work.
Developing Organisational Life: Participation at Work
Authors: Cooper Cary L.
Published: February 2008

Preston and Post described three stages of organisational and management development, which they refer to as the “three managerial revolutions”. The first managerial revolution was the appearance of management itself as a specialised function within “hierarchical organisations”. The second revolution, “professionalisation”, was encouraged by the growth in industrial organisations and the complexity of managerial tasks. The third and contemporary revolution is “participation”. Participation means, as Preston and Post define it, “the inclusion of persons and groups involved and concerned with the diverse outcomes of managerial activity as participants in the managerial process”. We see daily examples of the movement toward participation in industrial life, in the form of participative management within organisations, government pressure for greater worker participation in decision‐making, worker co‐operatives, etc. This third managerial revolution has enormous consequences for the development of managerial and organisational life. I would like to describe in this article where I think organisational change agents can play their part in this form of management development.
OD Case Report: Consulting with a National Organization
Authors: Lippitt Gordon L.
Published: February 2008

This case study on consultation with an organization will deal with a continuing consultation process with a large semi‐governmental social welfare organization covering a period of six years. This organization has a national headquarters staff of 655 employees. It is organized on the basis of four regional operations and an overseas activity. There are more than one thousand paid employees in these regional offices under direct supervision of a field staff of several hundred persons, who give direct field consultation and program guidance to some 3,700 local units of the organization. It is estimated that the local units of this organization, including the regional and national office, involves more than 2 million volunteers.
Nigerian OD: The Work of The Business Research Management Centre (BRMC)
Authors: Ogaba Otokpa A.E.
Published: February 2008

Most OD consultants would like to think that any truly effective company should be capable of making adequate adaptations to changing situations and conditions. It must be flexible when appropriate. OD in Nigeria through our Organisation Dynamics Development Consultants' Unit attempts to achieve just that. The Unit attempts to disseminate information on the promotion and understanding of OD effectiveness of Nigerian companies and induce appropriate changes in company procedures, structure or products. However, OD is no easy thing in Nigeria. Larger companies in Nigeria have difficulty in maintaining any kind of flexibility. Good ideas are not always accepted or even recognised, whilst divisional and ethnic rivalry sometimes impede change. Emphasis tends to be on operating well today, rather than superbly tomorrow.
Chain of Command:
Authors: Brown David S.
Published: February 2008

Next to religion, there are few ideas as strongly held or as vigorously defended as those involving chains of command. Many in fact will contend with all seriousness that if they have not been ordained by God, they should have been. And yet “going through channels” is among the most frequently violated of the so‐called “principles” of management. No sooner has the superstructure been set than those caught in it must face the fact that if it is to function successfully they must find ways of circumventing it. This applies to those higher up as well as those down below. It happens both ways. Now, when a principle is violated often enough, it is of course no longer a principle, or even a proverb. Yet try to find a single writer in the field who will advise you to do anything but go through channels, however tortuous that may be (emergencies excepted), and you will get the point.
International Management:The Challenge of Cross‐National Inquiry
Authors: Child John
Published: February 2008

Comparisons of organization and management across different countries are of considerable practical and theoretical importance, yet we have not made a great deal of progress in this field of inquiry. It therefore presents a challenge which I believe we must accept. In this article, I first recall some of the ways in which cross‐national inquiry is important. I then discuss the main approaches to the subject and, finally, conclude with an integrative analytical framework and a summary of methodological requirements which may contribute to future developments.
Seeing and Believing Management Productivity
Authors: Labovitz George
Published: February 2008

If all human beings were motivated in the same way, the job of management would be relatively easy. Of course we do not all see the world in the same way. Perception is what we see, and attitudes are what we think about what we see. There are two views of perception: a macro, or organisationally influenced view, and a micro, or individually oriented view of the perceptual process.
The Impact of Lifestyles on Management Strategies
Authors: Nirenberg John
Published: February 2008

Special interest groups have reached a societal critical mass. They no longer simply direct public attention toward a specific issue but encourage a way of life which demonstrates their members' convictions to a broader set of principles.
Emphasis on the Learner:A New Approach
Authors: Mumford Alan
Published: February 2008

This article argues that analyses of causes of some ineffectiveness in the education and training of managers have been incomplete, and that some potential solutions have been insufficiently recognised, co‐ordinated and implemented. It is necessary to give greater attention to the learning process and an increased use of real problems, owned by the learner, as major features of learning to be an effective manager.
MRP Systems: Using New Technology in Manufacturing
Authors: Corner I. , Chapman A.
Published: February 2008

Material Requirements Planning systems are complex and sophisticated and can bring about great changes; they have much to offer manufacturing industry but must be carefully implemented.
The Impact of New Technologies on Human Resource/Management Development
Authors: Harris Philip R.
Published: February 2008

The emerging technological work culture calls for a massive re‐education of the existing workforce, especially for the new careers emerging as a result of the revolutions in microelectronics, biotechnology and communication. In this monograph the author argues that for management it demands a new attitude toward employees as human capital. For the average worker, especially those displaced by the new technologies, it will require re‐education focused on skill development for new careers and service activities.
Communications and Job Satisfaction
Authors: Vinnicombe Susan
Published: February 2008

Despite all that has been written about organisational communications, its relationship to job satisfaction has received little attention. There are at least three notable exceptions. Likert was probably one of the first management writers to specifically identify communications as having an important effect on job satisfaction. In his causal sequence model, Likert relates communications to job satisfaction in terms of functioning as the intervening variable, being effected by the causal variables of leadership, organisational climate and organisational structure . Downs produces a multi‐dimensional construct which he calls “communication satisfaction”, which he then operationalises and correlates with a measure of job satisfaction, across six organisations. He found that the communication factors which correlated with job satisfaction varied somewhat, but that there was a general trend for communication climate, personal feedback and relationship with superior to correlate most with job satisfaction, (personal communication). More recently, Schuler related communications to job satisfaction through a role perceptual transactional process model. His results suggested that organisational communications, role perceptions and job satisfaction are reciprocally related and that role perceptions intervene in the communications—job satisfaction relationship. Whilst these three studies agree that the communications job satisfaction link is both a significant and positive one, none of them really explicates the role of communications vis‐à‐vis other work factors in determining job satisfaction. This is the aim of this case study, which was developed over a twelve‐month period by means of a series of unstructured interviews with members of cabin crew management, and a structured questionnaire with a sample of cabin crew members.
Change Strategies and the Use of OD Consultants to Facilitate Change
Authors: Lovelady Louise
Published: February 2008

In considering the alternative strategies for change in Part I of this article, and the strategy of OD in particular, the definitions of OD suggested that the consultant played an essential role in facilitating change. Despite this, there is no widely accepted definition of the role of consultant. Indeed, it may be argued that several roles are currently subsumed under the title, for example the role of “change generator” and “change implementor” as defined by Ottaway and Cooper. There is also some evidence that internal and external consultants, apart from working from different bases, are capable or equipped to perform different tasks. External consultants are able to create and sustain a belief that change is possible, whilst internal consultants are the disseminators and implementors of change.
High Performing Managerial Teams
Authors: Margerison Charles , McCann Dick
Published: February 2008

The successful management of work teams is a key factor in the effectiveness of any organisation. We have found that managers have different approaches to making their team successful. However, they agree that the end purpose must be to achieve a winning combination in which the individuals work together to achieve the task objectives. The role of the manager in this process is central. Often we can find many highly talented individuals, but they need a skilled manager to bring them together as a team.
A Team Approach to MBO: History and Conditions for Success
Authors: French Wendell L. , Drexler John A.
Published: February 2008

Introduction Most management by objectives (MBO) programmes feature a one‐on‐one dialogue between a subordinate and superior about individual goals and goal attainment. However, the emphasis on this two‐person relationship, the clarification of individual goals in hopes of enhanced motivation and performance and the review of individual performance against objectives may represent some lost opportunities for increasing organisational performance. In fact, it may at times be counter‐productive. Our purpose is to identify some elements missing from many MBO programmes, to review the history of group or team approaches to goal setting, to speculate on why one‐on‐one approaches dominate the literature on MBO, and to suggest conditions for making team approaches to MBO most useful.
A Comparison of Male and Female Business Managers
Authors: Boulgarides James D.
Published: February 2008

This article reports the results of a study of 108 males and 108 female business managers conducted in Autumn 1983 in the Los Angeles area. In addition to demographic data, subjects completed a personal values test and a decision style test. No significant differences were found between the two populations with the exception of salary, with the male managers earning 14 per cent more than the female managers. The gap in salaries between male and female managers appear to be about half of that between male and female workers, usually reported as being between 30 and 40 per cent.
Implications of the Work/Leisure Relationship for Managerial Decision Making
Authors: Banner David K. , LaVan Helen
Published: February 2008

There are no significant differences between work and job satisfaction, especially among groups using flexitime. Additional research is still needed to identify variables which do impact on the work‐leisure relationship. A sample of 138 managerial and professional employees from a range of organisations, administered with a questionnaire containing demographic data, a leisure satisfaction scale, work satisfaction scale, imbedded scales on role conflict, ambiguity and organisational commitment, showed conflicting findings on the work‐leisure relationship
Japanese Management — Passing Fad or Model for the Future?
Authors: Hall Ken
Published: February 2008

Management in the English‐speaking world depends on exhortation, yet without top management's full commitment and support, productivity programmes will not work. To continue to compete on the international market there is a need to manage and utilise resources more effectively; an analysis of Japanese management, allowing that cultures do not “travel well”, suggests the need for a more people‐orientated management style; building on human potential available at all levels of the company; encouraging managers to delegate readily; building effective work teams; emphasising quality of product; providing greater job security; and developing an open information system.
The Theory and Practice of Promotion Processes: Part One
Authors: Lee Robert
Published: February 2008

This is the first of two articles about the organisational processes concerned with promotion. In this first article, we present a brief outline of the way promotion is dealt with in most textbooks. We then begin looking at the reality of promotion processes as indicated by a case study based on an organisation we shall call “Promco”. A number of major issues are identified.
A Team‐building Workshop as an OD Intervention in Egypt
Authors: Murrell Kenneth L. , Valsan E.H.
Published: February 2008

Better work can be accomplished through team and organisational activity if people are given an opportunity to develop their own skills and approaches to working together. This report on team‐building in Egypt is offered as one approach to development. The critical need is for managers to build teamwork and share responsibilities to face world problems effectively, management development being the first step in human resource development, which is the essential step in world development.
Leadership vs. Managership
Authors: Ackerman Leonard
Published: February 2008

Controversy does little to promote management's understanding of its role in supervising people. Those who are or would be managers need to be flexible and adaptable, and understand that though much is known about management and leadership, laws have not been developed; principles have exceptions, theories have gaps, and the hypotheses are probabilistic.
Should We Consider a “Contingency” Approach to Participative Management?
Authors: Ashworth D. Neil , Claiborne Robins E.
Published: February 2008

Although many studies contend that there are few advantages to using participation among organisation members, consideration should be given to the contingency approach to participation. The management practitioner should address such issues as value attributed to participation by employees, skill level, the practitioner's willingness to relinquish some power, time required for a decision to be reached, and nature of the task being performed. The manager can thus discriminate between situations in which participation has a motivating potential, and those in which it would be detrimental.
Leadership Style: Differences between Expatriates and Locals
Authors: Savery Lawson K. , Swain Pamela A.
Published: February 2008

Care should be taken by companies investing in any foreign country (particularly a country new to industry) to measure the preferred style of leadership of the workforce, and to get that style observed by the indigenous work groups and by those workers supplied by the expatriate manager; if this is not done, job satisfaction and commitment to the company is low. Also, it is necessary in order to keep the local population amenable to expansion. An Australian project in Papua New Guinea ran into trouble when local villagers refused exploration beyond the lease site.
Bureaucracy as a Leadership Substitute: A Review of History
Authors: Derakhshan Foad , Fatehi Kamal
Published: February 2008

It was Weber's belief that bureaucracy and formalisation were the best methods of creating and maintaining a viable political structure independent of its leadership. The need for political stability and the necessity of performance efficiency in a traditional society plagued with inefficiency and chaos were motivating forces behind Weber's pursuit of the ideal organisational model, in which “time” and “individual” would become insignificant elements. The rigidity of bureaucracy would be a substitute for fragile leadership.
The Theory and Practice of Promotion Processes: Part Two
Authors: Lee Robert
Published: February 2008

Second part of a two‐part article. Full description of the Promco case study (see also LODJ, Vol. 6 No. 2).
Winning the Productivity Battle: Roles and Responsibilities for HRD Practitioners
Authors: Sears Woodrow
Published: February 2008

The cost of money has changed the organisational world in very fundamental ways. Management practice too often fails to reflect those changes. Until managers begin to understand the magnitude of these changes America will continue to be marginally productive in the face of economic competitors. American managers should make non‐managerial employees partners in an effort to create productive, effective organisations. Work must be planned at levels of detail which allow individuals and groups to know precisely what is expected of them, and what conditions will exist when they have performed them satisfactorily. Major challenges for human resource development and a new paradigm for workplace leadership are discussed.
Managing Up in the Multi‐national Firm
Authors: Darling John R.
Published: February 2008

When multinationals bring together individuals within the organisation who are from different cultural bases, interpersonal behaviour is an issue of major importance, particularly in superior/subordinate relationships. The best and probably most productive interpersonal relationships occur when two styles become complementary, the strengths of one compensating for the weaknesses of the other. The role of social style as a technique to manage up in the multinational is analysed, incorporating the concept of social style, its major behavioural dimensions, social types and strengths and weaknesses of each style. Primary back‐up social styles are also analysed along with the importance of style flex.
Stress and the Employee
Authors: Savery Lawson K.
Published: February 2008

Some stress is needed in order for individuals to achieve anything. However, excessive continual stress without relief is very dangerous. A self‐administered questionnaire in the staff headquarters of a major local government employer in Western Australia (56.3 per cent males) showed that perceived work‐generated stress levels appear to be a major problem and could lead to possible stress‐related illnesses. Managers must make an effort to identify problems such as role ambiguity, role conflict and role overload and attempt to reduce them. They must consider whether they are asking staff to do too much. Stress management techniques should be introduced as a training programme.
Managing without a Boss: System 5
Authors: Gibson Likert Jane , Araki Charles T.
Published: February 2008

The need for an authority figure who makes decisions for others in organisations is under scrutiny. Employees are demanding a part in making decisions that affect them. If managers are to move towards a participative method of management they will need a different model. In the 1960s Likert systematically described a total participative management system based on principles that could be applied to any organisation or group, called System 4. An extension of System 4, System 5, is likely to include decision making and leadership. Likert believed that it would be possible for an organisation to move towards System 5 only if its leaders and members understood System 4 principles and were proficient in their application. This is now occurring in American society. The development of a system without a boss may now be realised.
Management Styles
Authors: Stamp Gillian
Published: February 2008

Management style is too general a concept and must be extended by the consideration of both level and type of capability in the assessment of current competence and the prediction of potential. Context and its significance for the expression of different capabilities must be understood if more subtle and accurate typologies are to be developed. These would make it possible to match people's strengths at any given time to appropriate areas of work. Studies on style are summarised, and a model of individual differences which discriminates two separate dimensions of style is described. A model of organisational structure is presented which allows the direct matching of person and task and future matching as the person's capabilities grow.
Large Business Support for Small Enterprise Development in the UK
Authors: Gibb Allan A. , Durowse Henry
Published: February 2008

The support for local initiatives by large organisations has become substantially institutionalised in the UK through Business in the Community. How much further it will go, and how much it will be supported by government, is the subject of debate and conjecture. An overview of how large firms support small and medium enterprise development — the motivations and how they are changing — is provided. The problems in evaluation and a case study of Shell UK Ltd are provided, and future directions, possible shifts and influences are considered.
Participatory Decision Making in Review
Authors: Pollock Marcy , Colwill Nina L.
Published: February 2008

Should managers share their decision‐making power? Do managers who alow their subordinates to participate in organisational decision making increase the satisfaction, self‐esteem, loyalty and productivity of their employees and create positive manager‐subordinate relations, or do they merely contribute to high‐cost inefficiency and incompetence? The literature on what has come to be known as PDM — participatory decision making — is examined in an attempt to answer these questions.
The Management Factor in Acquisition Performance
Authors: Hall Peter D. , Norburn David
Published: February 2008

Theoretical development and empirical investigation into the performance of mergers and acquisitions are reviewed. In parallel, recent research which links the performance of organisations to the presence of an appropriate corporate culture is discussed. From these two theoretical platforms, it is argued that the performance of acquisitions is determined by a match of culture and those organisational expectations which avoid post‐acquisition managerial indigestion. Finally, a programme of research is proposed to measure the performance of acquisitions against the criteria laid down by the acquiring management, and to determine the impact of culture clashes on those acquisitions perceived to have failed.
Differences in Corporate Cultures and their Relationship to Organisational Effectiveness
Authors: Smith Glenn R. , Kleiner Brian H.
Published: February 2008

Numerous examples exist of business strategies that succeeded or failed as a function of corporate culture, making this an increasingly important dimension in the management of organisations. What corporate culture really consists of is not immediately obvious, so the concept is, first, defined and how the cultures are created is then discussed. The concept is, next, viewed with respect to a variety of dimensions, in order to identify and classify the cultures that develop in a corporation, followed by a description of how they contribute to organisational effectiveness. Finally, culture classification and cultural effectiveness are integrated.
Sex‐role Behaviour and Leadership: An Empirical Investigation
Authors: Bushardt Stephen C. , Fowler Aubrey , Caveny Regina
Published: February 2008

Female nursing supervisors and subordinate nurses in an American hospital were given questionnaires to see if there was a link between sex‐role behaviour and leadership style. It is concluded that a form of job stereotyping exists, since individuals in supervisory positions are perceived by others as being less feminine, simply because they hold that position.
PROBLEMS OF CREATIVITY AND ORGANISATIONAL CHANGE: THE EXPERIENCES OF SOME CHIEF EXECUTIVES
Authors: Mmobuosi Ifechukude B.
Published: February 2008

Chief executives disclose various organisational variables as stifling creativity and organisational change. It is argued that, as a result, organisations suffer losses in terms of, for example, effectiveness and positive image. The creative individual feels frustrated. Such measures as the use of creativity management meetings, brain‐storming sessions, training and development, and reward and recognition of creativity could resolve some of these inhibitors.
LINGUISTIC HOMOGENEITY IN CORPORATE MANAGEMENT GROUPS
Authors: Berrey Carol
Published: February 2008

A corporate organisation, because it exists in a climate characterised by uncertainty, ambiguity and a need for accurate communication, tends to choose a new organisation member on his/her perceived similarity to group social norms. One of the most important of these is language. Since membership results in greater allocation of scarce resources (social acceptance, money and power), self‐interests push the new member to accommodate more closely the group's speech norms. Choice of new members on the basis of language has serious implications for the question of discrimination towards minority groups who typically have their own group‐specific speech norms which may not correspond to management norms.
CORPORATE VIDEO APPLICATIONS
Authors: Werther William B.
Published: February 2008

Corporate use of video offers new solutions to many of the problems of corporate communication. It has become so sophisticated and can be used in so many ways that many large companies are using it extensively, especially firms with multi‐site operations and/or high staff turnover, such as McDonalds. It is predicted that its use on a large scale will be extended to smaller companies by the 1990s.
HOW MANAGERS INFLUENCE SUPERIORS: A STUDY OF UPWARD INFLUENCE TACTICS
Authors: Case Thomas , Dosier Lloyd , Murkison Gene , Keys Bernard
Published: February 2008

A field study was conducted to investigate the methods used by subordinate managers to influence superiors. Unlike previous upward influence studies, the investigation provides a detailed picture of upward influence approaches, addresses the issue of how managers combine influence tactics, and examines both the short‐ and long‐term outcomes of successful and unsuccessful influence episodes. Successful influence attempts were found to enhance long‐term influence, to encourage managers to become more active in trying to influence superiors, and to be associated with increased earnings, advancement, and improved confidence.
AN INTEGRATED, INTERACTIVE MODEL OF ORGANISATIONAL CLIMATE, CULTURE AND EFFECTIVENESS
Authors: Turnipseed David L.
Published: February 2008

The concepts of organisational effectiveness, climate and culture are popular subjects in the literature, yet there is no consensus agreement even on their definitions. Climate and culture are sometimes used synonymously, and effectiveness is defined by a number of criteria. To compound the difficulty of examining these important constructs, they are dynamic, and they interact with each other. From an interactionist perspective, a model is developed depicting the relationships between effectiveness, climate and culture, with an emphasis on the contribution of climate and culture to organisational effectiveness. A preliminary validation study which uses an effective and an ineffective organisation with very different climates and cultures is reported.
NEW DEVELOPMENTS IN ORGANISATIONAL PLANNING
Authors: Lau Henry M.L. , Kleiner Brian H.
Published: February 2008

Organisational planning identifies two areas — corporate culture and human resources — which have received much attention as key areas in formulating strategic plans in many organisations. Traditional planning fails to give flexibility in the face of foreign competition, technological advancement, etc., and therefore management must adjust their managerial style to accommodate new performance criteria, reward systems and other innovative ideas, to progress successfully.
Communications — The art of getting through to people — Part II
Authors: Drake John D.
Published: February 2008

In the last issue of Planning Review, a new concept in facilitating communication was discussed. This concept, called “I‐SPEAK Your Language,” concerns the modification of one's style of communication to match that of the person being addressed. In this way planners can be more effective in “getting through” to those with whom they must communicate. Obviously, having your thoughts heard is no guarantee that they will be accepted, but it is a necessary first step. It is also a step in which attempts at communication are often abandoned, because planners, discouraged by their inability to “get through,” give up.
Communications — The art of getting through to people — Part III
Authors: Drake John D.
Published: February 2008

This article is the third in a series on new behavioral techniques in communications. The first introduced the concept that most individuals have a communication style that is largely determined by their time orientation. It indicated that we communicate best with those individuals who have a style similar to our own and have difficulty in communicating with those with different styles. In addition, readers were shown how to diagnose their own style.
Prophets of change
Authors: Allio R.J.
Published: February 2008

During the past decade the North American Society for Corporate Planning has matured from a small New York‐based group into a vigorous organization with eleven chapters in major American and Canadian cities. The Society, employing generously donated supplies of energy and labor, and carefully budgeting its modest capital resources, has demonstrated the ability to design and control its own evolution. But our report card as corporate sages is not so starred. This tenth anniversary is a good time to consider ways we can become more effective.
Altered states of consciousness: Creative alternatives in decision making
Authors: Van Over Raymond
Published: February 2008

Are hunches, intuition, and extrasensory perception valid methods for making business decisions? The reasonable answer is no. Our intellectual and cultural history dictates a rational, thoroughly examined, and logically analyzed approach to problem solving. But there are hints that the traditional approaches to decision‐making are being modified, and that subliminally generated material is not only helpful, but can be a creative and successful way of approaching the multi‐faceted complexity of contemporary planning. In 1964 and 1966, for example, Dun's Review printed articles that dealt sympathetically, even admiringly, with business planners who relied upon intuition or other mysterious forms of foreknowledge to make decisions. In November/December 1969 IBM's journal Think published an article on how executives use intuition in decision‐making. They concluded that “hunches may be almost as important as data. Have subjectivism and the counter‐culture philosophy of anti‐rationalism caught up with American business institutions? Does this presage a revolution in executive decision‐making? Most importantly: are there alternative ways of making decisions utilizing obscure but powerful creative abilities within the unconscious mind?
Economics: The new handmaiden of politics
Authors: Mathieson Robert
Published: February 2008

The Chief Executive's attention for the moment is riveted on the short‐term problem of weathering the tidal waves of the current inflation‐Tecession economic storm. But before many months go by he and his staff will be back at the drawing boards mapping out alternative strategies for the new 1976 long‐term corporate plan. Last year's economic forecast has been torn up, but the question remains, “What do we use in its place?”
A possible cure for what's wrong with corporate planning
Authors: Orloff Roger B.
Published: February 2008

Too many corporations doubt that they are getting their money's worth out of planning and too many planners don't feel appreciated. This article will focus on one major problem area in the planner's relationship to his company and one company's response to it.
Food and agriculture in the next quarter century
Authors: Farrell Kenneth R.
Published: February 2008

In 1972 the world food situation made an about‐face, turning from surpluses and low prices to relative scarcity and high prices. Those of a Malthusian persuasion judged that we had entered a period of chronic food scarcity in which demand, spurred by population growth and rising affluence, had begun to outrun the productive capacity of the world's farmers. Other, more sanguine, observers pointed out that man had thus far avoided the Malthusian specter and would somehow have the ingenuity, foresight, or luck to continue to “muddle through,” excepting, of course, the occasional national or regional famine.
Revamping planning for this era of discontinuity
Authors: Kami M.J.
Published: February 2008

Hard times inevitably make a planner's job more hectic. During this current downturn and recovery in both the U.S. and world economies, many corporate plans have been disrupted. In addition to facing bad economic news, corporations are having to cope in a period of dramatic social change. These two factors have taken their toll on planners, and it would not be an exaggeration to say that planning is in the midst of its gravest professional crisis.