bluuebunny/crossref_metadata_2025 huggingface dataset:
The synergic relationship between TQM and marketing in creating customer value
Authors: Mele Cristina
Published: June 2007

Purpose

The purpose of this paper is to analyse the relationships between marketing and quality in the value‐creation process.

Design/methodology/approach

The paper combines the findings from a literary review and multiple case studies to develop a conceptual framework of the synergistic relationship between total quality management (TQM) and marketing in creating customer value.

Findings

Two main conclusions arise from the study: TQM is a platform for the full realisation of marketing potentialities by revitalising the marketing concept and fostering its implementation; and TQM and marketing are complementary and synergistic in facilitating efficient management of the process of value creation and delivery.

Research limitations/implications

The developed framework is only part of the complex relationship between marketing and quality. Nevertheless, it provides a solid basis from which to integrate the knowledge, tools, and methodologies of marketing and quality.

Practical implications

The study provides valuable practical insights into the effective management of marketing and quality in the creation and delivery of customer value.

Originality/value

The paper addresses a gap in the literature by analysing the synergistic links between TQM and marketing in the value‐creation process.
The influence of culture on perceptions of service employee behavior
Authors: Kong Mikyoung , Jogaratnam Giri
Published: June 2007

Purpose

The purpose of the study is to explore and compare customer perceptions of service encounter behavior in the USA and the Republic of Korea and to identify the relationship of the underlying behavioral dimensions to customer satisfaction.

Design/methodology/approach

A questionnaire was designed to collect data in the USA and Korea. Exploratory factor analysis was employed to extract the most distinct set of behavioral dimensions underlying each culture. Predictive validity was examined using correlations and regression analysis.

Findings

Key differences were found between US and Korean restaurant customers' perceptions of wait‐staff behavior and their impact on performance. While personalization was a significant predictor of satisfaction in the US sample, concern was a significant predictor for the Koreans. Courtesy and civility were important to both samples.

Practical implications

Customer satisfaction is strongly influenced by employee behavior. To ensure success in international markets, service providers should recognize and understand the differences that potentially exist based on nationality and culture. Resources allocation decisions pertaining to training and service provision should be designed to effectively respond to local customer needs.

Originality/value

Previous research seeking to explain customer satisfaction has for the most part overlooked the interaction between the customer and the service provider. This research extends previous work by examining cross‐cultural differences and intends to provide a better understanding of restaurant customers in the USA and Korea, as well as to enable restaurant operators and managers to better service their clientele in the global marketplace.
Perceived e‐service quality (PeSQ)
Authors: Cristobal Eduard , Flavián Carlos , Guinalíu Miguel
Published: June 2007

Purpose

The objectives of this article are to develop a multiple‐item scale for measuring e‐service quality and to study the influence of perceived quality on consumer satisfaction levels and the level of web site loyalty.

Design/methodology/approach

First, there is an explanation of the main attributes of the concepts examined, with special attention being paid to the multi‐dimensional nature of the variables and the relationships between them. This is followed by an examination of the validation processes of the measuring instruments.

Findings

The validation process of scales suggested that perceived quality is a multidimensional construct: web design, customer service, assurance and order management; that perceived quality influences on satisfaction; and that satisfaction influences on consumer loyalty. Moreover, no differences in these conclusions were observed if the total sample is divided between buyers and information searchers.

Practical implications

First, the need to develop user‐friendly web sites which ease consumer purchasing and searching, thus creating a suitable framework for the generation of higher satisfaction and loyalty levels. Second, the web site manager should enhance service loyalty, customer sensitivity, personalised service and a quick response to complaints. Third, the web site should uphold sufficient security levels in communications and meet data protection requirements regarding the privacy. Lastly, the need for correct product delivery and product manipulation or service is recommended.

Originality/value

Most relevant studies about perceived quality in the internet have focused on web design aspects. Moreover, the existing literature regarding internet consumer behaviour has not fully analysed profits generated by higher perceived quality in terms of user satisfaction and loyalty.
Using ISO 9000 to Drive Total Quality
Authors: Tague Nancy R.
Published: June 2007

In the flurry of working for ISO 9000 registration, we can too easily
lose sight of the link between ISO 9000 and total, customer‐driven,
quality. However, through careful planning, the ISO 9000 process can
drive the quality process as well. This happens in two ways: first,
both emphasize the importance of managing internal processes. To
strengthen this link, take an approach towards implementing ISO 9000
that examines and improves all the processes within the system, as every
one has an impact on the customer. Second, ISO 9000 standards do not
prescribe how to accomplish its goals. Therefore, structure the ISO 9000
registration effort in a way that supports the concepts of total
quality: employee empowerment and involvement, teamwork, emphasizing
cross‐functional communication and, paramount among these, customer
focus. Discusses these concepts using examples from the experience of
Ethyl Corporation during eight completed ISO 9000 registrations, and
with three more in progress.
Providing Service Quality to a Nation
Authors: Evans Richard
Published: June 2007

Service quality in a monopolistic national welfare system? Who gains
when improvements are made? Argues that ultimately the customer – every
citizen – wins if system efficiencies allow the processes to be handled
quicker, cheaper, and better. It cannot be in a nation’s interest to
delay or overspend on money which it must first extract in taxes before
reallocating as benefits. Britain’s benefits system entered life early,
to the envy of much of the world. But early entrants in any environment
suffer in maturity through inefficiencies, as their later peers start
from a higher technological base. A recently published book by I.
Fallon, The Paper Chase, records the £1.8 billion project undertaken by
just one section of that system, Britain’s Department of Social
Services, as it sought to streamline and improve the service it provides
to its “customers” – who, even when the story begins in 1982, when the
Department’s predecessor was using a very outdated manual system to pay
out over £1 billion each week – numbered over 20 million people.
Making the Reality Match the Image
Authors: Halder Robert B.
Published: June 2007

Considers how the quality of Naval Hospital San Diego was improved to
meet its reputation. Shows how the interest began which led to the
setting up of a quality council and, in turn, mission and vision
statements. A number of other institutes and organizations became
involved in the training and, what is now known as the Southern
California Coalition for Improving Health Care Quality was set up.
Explains that the key to improved quality is empowerment and enthusiasm
of the staff. Discusses the problems which had to be tackled and
solutions found, and outlines a few examples of success.
Measuring Performance in a First Class Hotel
Authors: Mattsson Jan
Published: June 2007

Outlines a study undertaken in order to measure customer satisfaction at
a Scandinavian hotel. Looks at the diverse perspectives of managers from
different departments of the hotel and records their views on the
present system for measuring performance and how they think it should be
changed, if at all.
Internal Customers Need Delighting To
Authors: Temple Ron E. , Droege Robert W.
Published: June 2007

Concerns the concentrated efforts of a relatively small group (170
people) at Caterpillar Inc. who realized that they would have to look
again at their most basic work practices if they were to remain in
business: their customers, other profit centres and divisions within
Caterpillar Inc., demanded not only market competitiveness but also
service excellence from their former colleagues. The solution was to
embark on a journey towards empowered people and self‐directed teams.
They determined specific areas that needed to be addressed throughout
the journey, not only to sustain the change, but also to expand it
beyond their department. These areas of opportunity are explained by ten
“building blocks” which are continuously reviewed to provide a solid
foundation for the journey. The study provides a description of these
“building blocks” and many lessons learned along the way.
Where Technology Provides the Service Solution
Authors: Taylor Christopher
Published: June 2007

Explores how Midland, with its Firstdirect Bank (telephone‐based direct
banking system), led the way in meeting the customers’ demand for
improved, more personal service, with reduced operating costs. Looks at
Midland’s background as an innovator and the deployment of technology
needed for the project. Finds out who Firstdirect’s customers are and
how their needs are met. Suggests that the key to success is that
“back‐office” bankers are on an equal footing with front‐line staff.
Maintains that Firstdirect will continue to lead the way in meeting the
demand for personal 24‐hour, year‐round service, with its high level of
customer service and its efforts to reduce costs and eliminate errors
Customer‐driven Strategies:
Authors: Keiser Thomas C. , Smith Douglas A.
Published: June 2007

Highlights the difficulties of implementing a quality programme within a
company from the experiences of two chief executives. Illustrates that
80 per cent of companies which try to implement a quality improvement
effort fail at the first attempt. Describes the reasons why and what can
be done. Essentially quality can help the organization execute strategy
by making it much more concrete and deploying it to every person who
needs to implement it, and quality provides a means of saturating the
organization with the voice of the customer and the voice of the
employee, which leads to far better communication about the key
priorities for improvement.
Lessons in Quality: Learning from the Japanese
Authors: McManus John J.
Published: June 2007

Attempts to demonstrate that total quality management (TQM) can be
successfully transferred to service industries as well as manufacturing
industries. In profit‐making services, TQM can lead not only to reduced
costs and greater profit margins but also to greater market share
through better orientation to customers’ needs. Highlights the Japanese
approach to service quality which is an integral part of the
organization rather than just an add‐on programme. Illustrates the
condition needed to institute a TQM programme successfully in the
service industry and concludes with the thought that without these
conditions, TQM merely becomes another panacea doomed to failure.
Profile of the RPS Quality Process
Authors: Johnson Bram B.
Published: June 2007

Describes the quality process established by RPS, a road transport
company which is a leader in the small package delivery market. Regional
quality involvement teams (RQIT) were set up with the aim of training
every full‐time employee. This was seen as a total commitment to
quality. Customer feedback systems help RPS to find out exactly what
the needs and wants of the customer are. The level of service is
measured against 12 customer quality indicators (CQI) which also help
the company to set quality‐related goals. A “cost of unquality” programme
measures the cost of mistakes. Concludes by saying that this quality
process shapes their activities, guides their development and identifies
their goals.
Baby Bell Grows up
Authors: Gerdelman John
Published: June 2007

Looks at MCI, attempts to improve its customer service record and its
investigation, in depth, of customer complaints and efforts to improve
and correct this. The US telecommunications industry is highly
competitive and MCI looks to retain and build on its customer retention.
Discusses the development, in 1992, of its Customer Care and Quality
Centre which was mandated to develop ways to raise quality and customer
satisfaction levels. Goes on to show that this has worked so well that
customer satisfaction levels have reached an all‐time high of 97 per
cent. This would seem to support MCI’s policy regarding its customers.
Achieving Customer Satisfaction through Logistics Excellence
Authors: Kearney A.T.
Published: June 2007

Highlights how leading companies focus on logistics excellence. The boom
in international trade opens up a range of opportunities and challenges
as domestic markets are no longer safe havens. Concludes that European
companies offer a unique chance to embark on a fundamental revolution.
Changing Token Joint Working into Successful Service Partnership
Authors: Rounthwaite Tony
Published: June 2007

Examines in detail multi‐agency provision (MAP), which is now common in
public services. The public service sector is being turned upside down
and it is important to have a properly‐designed approach from beginning
to end. Shows that MAP can be developed within a TQM framework provided
that all the necessary prerequisites are applied.
Being Best in the Customer’s Eyes – A Mercedes‐Benz Perspective
Authors: Koster Albrecht
Published: June 2007

Looks at total quality management at Mercedes‐Benz. Briefly describes
the importance of TQM in the motor industry today. Highlights the
various internal and external factors which influence the activities
involved in product planning and control and describes how a TQM
programme can co‐ordinate these activities. Outlines the three fields of
responsibility which a TQM system must incorporate in order to plan,
monitor and promote the quality of products and processes in all
departments of the company, i.e. quality planning, quality controlling
and quality promotion. Concludes by concentrating on the essential
requirements of a TQM programme if it is to be successful in any
organization.
Re‐engineering at Dow Corning
Authors: Falender Jim
Published: June 2007

Outlines the stages through which Dow Corning created new
opportunities in new markets for product development in order to meet
the company’s goals for growth. Dow Corning carried through its
re‐engineering programme at a time of company growth and profitability,
not of crisis. Argues that the success of company re‐engineering
testifies to the importance of initiating adaptation from a position of
strength and a healthy environment.
The quality culture: manufacturing versus services
Authors: Troy Kathryn , Schein Lawrence
Published: June 2007

The notion that quality takes time is not new, but a survey by The
Conference Board found that companies need at least three to four years
for TQM to be accepted by employees, and eight to ten years for it to be
fully implemented. Examines the success rate of TQM in both the
manufacturing and service industries.
Creating competitive advantage via customer service: the RAC case
study
Authors: Richardson Frank
Published: June 2007

Describes a revolution in customer service at the Royal Automobile
Club (RAC). Explains how, since the mid‐1980s, the RAC has become the
most progressive and fastest growing motoring organization in the world,
through a policy of locating new technology to automate breakdown
handling processes, the creation of five regional supercentres and a
pursuit of service excellence through the involvement and participation
of all staff.
Customer focus for successful business strategy at Eurodollar
Authors: Leigh John
Published: June 2007

Describes how Eurodollar, a car and van rental company, developed a
measurement system to gauge customer needs and assess internal standards
of service. Outlines the development of a series of service standards
which covered the business, including a generic set for either the head
office or branches and, more importantly, a set of local standards
initiated by each internal department which focus specifically on issues
affecting daily contact with customers. The system of internal
measurement is reinforced with a powerful recognition programme, in the
form of a regular roll of honour based on teams and their relevant
status of gold, silver and bronze achievement.
Total quality management in professional services: an examination.
Part 1
Authors: Harte H.G. , Dale B.G.
Published: June 2007

Presents a study of eight organizations which employ a large number
of professionals, examining how they have approached the introduction of
total quality management (TQM). Among the main findings are that: TQM is
not easily understood by professional people and it is often difficult
to introduce due to the autonomous nature of professionals, some who
view the concept as patronizing; for a TQM initiative to be successful
it must be introduced and developed using a committed management who
fully understand the concept and can apply it to the complex work
patterns of professional staff; and identifies the basic elements
required to develop a strategy for introducing TQM in professional
services as customers, culture and structure. Points out that a TQM
framework model which is specific to professional services is needed to
help managers understand the various aspects of TQM, how they fit
together, and the complexities of the concept.
Developing and implementing a customer contact strategy
Authors: Burns John
Published: June 2007

Describes how telephone‐based account management and service can be
an excellent way of improving perceived quality, highlighting the
effectiveness of a customer contact centre (sometimes called a
“call centre”). As a case study, describes how the Rover
Group integrated new customer support software with existing sources of
information and automated the production of letters and faxes.
Management can now rapidly access trend, product and market information
to allow timely decision making and utilize this information in product
planning and marketing.
From DP department to EDS – it is time for IT departments to
consider branding
Authors: Melville Garrey
Published: June 2007

Recommends that IT departments should give serious attention to
branding to establish a more positive image and to convert the IT
department from a corporate overhead into an equitable asset.
Design to distribution – aiming to be the best of the best
Authors: Rafferty Paul
Published: June 2007

Examines D2D (Design to Distribution Ltd), which won the 1994
European Quality Award. Discusses its methods for competition and
company missions, before listing its customers. Briefly describes among
other things such factors as leadership, policy and strategy, resource
management, self‐assessment, customer satisfaction and impact on
society. Concludes by reviewing business results.
Dimensions of service quality: a study in Istanbul
Authors: Akan Perran
Published: June 2007

Investigates the elements which contribute to service quality for
customers of the hotel industry in Istanbul. Examines whether the
quality dimensions included in the SERVQUAL model apply in an
international environment, specifically in Turkey. Searches for
additional dimensions, identified by customers, which should be included
in the service quality construct. Measures the level of importance of
each specific dimension for the users of hotel services in Turkey.
Concludes that users of Turkish four– and five‐star hotels may
expect to receive friendly, courteous, hygienic and expert service but
without special personalized attention.
Super sales ‐ how top performers manage the seller/client interface
Authors: Europe Ltd Forum
Published: June 2007

As technology and organizational structures grow more complex, the struggle for product differentiation intensifies, and customers become product experts, companies can no longer rely on the old strategies for sales success. To address today’s demands, organizations must examine their methods, retest assumptions, and implement new answers. Presents conclusions from one consulting firm about fostering sales productivity, through a practical analysis of the issue and implications involved.
Don’t take life ‐ or business ‐ too seriously!
Authors: Whiteley Richard , Hessan Diane
Published: June 2007

Argues the case for lightening up in business, claiming that people who are internally focused and tense have little chance of turning their care and attention to customers. Provides many examples of how companies have used humour within their organizations, and turned it to their competitive value. Humour can make things more memorable, and puts things ‐ even problems and errors ‐ into a perspective where customers, and clients, will forgive. The payoff? If staff are excited about coming to work, it will show. “And people like to do business with people who like to do business.”
3D consistent boundary‐flux problem in domains with complex geometry
Authors: Todorov Todor D.
Published: June 2007

Purpose

To obtain error estimates for 3D consistent boundary‐flux approximations.

Design/methodology/approach

Isoparametric approach is used for constructing finite‐element approximations.

Findings

This research study presents a convergence analysis of 3D boundary‐flux approximations. Error estimates are proved for the approximate solutions of the problem under consideration.

Research limitations/implications

General results for a consistent boundary‐flux problem are obtained for all 3D domains with Lipschitz‐continuous boundary. This investigation will be continued studying combined effect of curved boundaries and isoparametric numerical integration. An optimal refined strategy with respect to algorithmic aspects for solving 3D boundary‐flux problem also will be considered.

Practical implications

The obtained results enable engineers to calculate the flux across the curved boundaries using finite element method (FEM).

Originality/value

The paper presents an isoparametric finite‐element method for a 3D consistent boundary‐flux problem in domains with complex geometry. The work is addressed to the possible‐related fields of interest of postgraduate students and specialists in fluid mechanics and numerical analysis.
The Qualities of UK Management
Authors: Stubbs Roger
Published: June 2007

Extract from the report made by Sundridge Park Management Centre and
MORI, in making the 1993 British Quality of Management Awards. Looks at
management capabilities and questions whether UK managers provide the
leadership and competence necessary in today′s competitive climate.
Blocks to Better Management
Authors: Ball Tony
Published: June 2007

Provides a commentary on the inadequacy of verbal communication between
managers, suggesting that this fosters distrust throughout the
organization. Advocates the need for a new breed of manager, with a
different set of concepts and perspectives, and concludes that the role
of management must be reversed if companies are to become world leaders.
Rational Decision Making: Myth or Reality?
Authors: Heracleous Loizos Th.
Published: June 2007

Considers the “rational” decision‐making model and argues that it neither
describes actual decision‐making processes nor can be used as an
adequate guide to effective decision making as it ignores potent social,
political and cognitive influences. Suggests that the main assumptions
of the model are, in practice, unrealistic, and offers an alternative
framework, emphasizing cultural, structural and processual factors, as a
more useful guide to effective decision making.
BICC′s Blackley People Programme
Authors: Ashton Chris
Published: June 2007

Considers the challenge faced by management at the Blackley
Manufacturing site of BICC Cables when, in 1992, a multi‐faceted change
programme was planned to surmount the growing threats to the plant′s
survival. Analyses the process of implementing the change programme
under a tight schedule and in the face of initially sceptical and
uncooperative trade union attitudes. Charts the gradual replacement of
the existing by the new system of team working patterns and flexible
structures, and illustrates the significant benefits in very quick time
as both output (productivity up by 17 per cent) and shopfloor team
enthusiasm continue to grow. Reproduces the text of the Blackley People
Contract.
Investing in Managers
Authors: Ratcliffe Peter
Published: June 2007

Investors in People (IIP) is a major governmental initiative aimed at
local economic regeneration on a considerable scale and with huge
financial backing. Examines the potential long‐term benefits to be
gained by organizations achieving the IIP standard, and advises on the
creation of a sustainable action plan according to four vital guiding
principles. Argues that the alignment of HRD activities with strategic
organizational goals, necessary to achieving the standard, will be
facilitated by the involvement of managers in their programme roles,
leading to their “ownership” of the change process at an early stage.
TECs: Are They Cost‐effective?
Authors: Bennett Robert J.
Published: June 2007

Addresses the question of how TECs′ outputs can be accurately estimated
and analysed so that a balanced evaluation of the effectiveness and
cost‐efficiency of their programmes can be made. Proposes an approach
involving comparisons between “model TECs”, “unreformed TECs” and
private‐sector providers of similar programmes and services, which
overcomes the dearth of official data on TEC management costs. Contends
that TECs at their best are in need of further reform in the direction
of private‐sector disciplines, and that the majority of TECs are
under‐performing, overstaffed and overpriced compared with other
providers of training, enterprise and consultancy services. Concludes
by explaining how a potential annual saving of £255 million could be made
by reforming the TEC system nationally.
Overcoming Negative Employee Attitudes
Authors: Hawkins Rosemary
Published: June 2007

Investigates negative employee attitudes through the experiences of the
Hawkins Partnership which specializes in providing effective
communication in businesses. Lists and exemplifies negative attitudes
common in many organizations and illustrates the process necessary to
help an organization overcome negativity.
NVQs: Frameworks for Change
Authors: Houston Anthony
Published: June 2007

Identifies the National Council framework for National Vocational
Qualifications (NVQs) and General National Vocational Qualifications
(GNVQs), which set standards for occupations. Highlights the need for a
skilled, qualified workforce in the UK; illustrates what these standards
can do for business; what NVQs are designed for; what NCVQs aims are;
and lists benefits for business. Provides three case studies of North
West Water, Philips Components and Booker Cash and Carry.
Big Mac′s lifetime learning
Authors: Tomkins Ken
Published: June 2007

McDonald′s employs over 32,000 people in the UK. Every member of
management receives training at one of the regional training centres and
at the national centre, Hamburger University in East Finchley. Describes
training methods used for all employees – from counter staff,
through restaurant managers to board members.
In search of rising stars
Authors: Honeyborne Paul
Published: June 2007

Suggests that creating and managing today′s and tomorrow′s key
players consists fundamentally of three aspects. First, they have to be
recruited effectively in order to provide an organization with the best
possible person for the job. Second, they have to be trained and
developed, because reward alone will not motivate and retain them within
the company. Finally, organizations will be better served by having an
integral business plan which allows key players to be involved with
processes that affect long‐term plans and decisions.
How British and Romanian directors compare
Authors: Kelemen Michaela
Published: June 2007

Asserts that a lot of research has been carried out in the area of
directorship theory but little attempt has been made to apply this
across cultures. Sets out to explore directorship theory from a
cross‐cultural perspective, comparing and contrasting leadership theory
and practice in Romania and Britain. Aims to reveal the mechanisms by
which leadership at board level is socially constructed in each country.
Explores the factors which influence its construction in both countries.
Full‐circle appraisal at BAe
Authors: Bradford John
Published: June 2007

Reports on the 360‐degree appraisal, introduced at British
Aerospace′s Military Aircraft Division, to link the division′s
organizational development strategy with its management development
programme. Focuses on the improved teamwork, enhanced personnel
management skills and task orientation achieved through personal
development plans, feedback and advanced multimedia open learning.
Helping people change roles
Authors: Lawrence Derek , Yarlett Peter
Published: June 2007

Presents a competency framework developed by London Borough of
Croydon for the council′s employees, in an attempt to develop management
skills and improve service quality. Describes the implementation of the
framework and the positive use of appraisal as a development activity
leading to training programmes and the creation of a learning
environment. Concludes that training and development cannot be seen as
separate from the process of change. Suggests that such training should,
in fact, be given before implementing change so that employees are more
able to cope.
People, capability and competitive success
Authors: Pfeffer Jeffrey
Published: June 2007

Lists reasons why traditional sources of competitive success are
less effective and explains why companies should concentrate on
inimitable characteristics, such as organizational culture and
capability. Discusses managing workforces effectively, directing people
investments, and provides examples of success. Lists several action
points and potential barriers, before detailing implementation.
Managing creativity and learning
Authors: King Stephen
Published: June 2007

Reports on a two‐year collaborative research project on encouraging
creativity and organizational implications by Roffey Park Management
Institute and partners. Briefly discusses the first findings of the
study. Describes emerging themes of the project before discussing the
results of a self‐managed learning study.
OMD put to the test
Authors: Donnison Phil
Published: June 2007

Most training courses do not ask delegates to evaluate what they
have learned, merely what they think of the course. Claims that outdoor
management development courses tend to provide examples of good practice
for evaluating courses. States that they also aim to improve management
skills and the effectiveness of teams. Discusses types of questions to
ask when evaluating courses, and claims that thorough evaluation can add
value to training.
Team decision making: pitfalls and procedures
Authors: Kessler Forrest
Published: June 2007

Reports on how to make decisions within groups, implying that if
team decisions are not made properly time can be wasted and incorrect
decisions made. Details various methods, from command to consensus and
unanimous decisions. Lists advantages and disadvantages of group
decisions, and recommends selecting when and when not to use consensus.
Trends in career development
Authors: Creelman James
Published: June 2007

Reports on a recently published research‐based report identifying
trends and best practice in career development. Focuses on what is
happening at Pilkington Optronics, the London Borough of Brent and ICL.
Concludes that developing individual competences to match the
requirements of business is crucial if employees are to be developed,
and kept motivated in ever‐changing organizations.
A chemical industry multi‐company work‐based management development
programme
Authors: Swain Brian , Martin Jeff
Published: June 2007

Describes a two‐tiered, multi‐company, first line management
programme involving four chemical companies in the North East of
England. Highlights the benefits of the programme, claiming that it
successfully merges individual management development and organizational
development with the commercial objectives of the companies involved.
Claims that investment in development is good business when it comes to
developing supervisors into modern team leaders/managers, in light of
specific industry requirements.
NVQs: the impact of competence approaches
Authors: Robertson Cameron
Published: June 2007

National/Scottish Vocational Qualifications (N/SVQs) are rapidly
becoming the foundation of Britain′s qualifications and infrastructure.
Explores the impact of their competence‐based approach from an
individual and organizational perspective. Compares and contrasts a
traditional course‐driven examination approach, to one of individual
development and assessment of performance in the workplace.
Using the outdoors for team‐building
Authors: Kelly Janet
Published: June 2007

Describes outdoor team‐building programmes provided by the company Team Dynamic. Satisfied clients include Europ Assistance, International Factors (a Lloyds Bank subsidiary), Alexander Howden and Transaction Technology Ltd.
Employee impact on service delivery
Authors: Sanes Christine
Published: June 2007

Increasingly, customers expect suppliers to deliver a high standard of service before and after purchase, and in a competitive market this can mean the difference between success and failure. Explores the role of employees in providing customer satisfaction, and ways in which management can support and motivate them. Concludes by offering hints to help leaders achieve this.
Open learning flies at CAA
Authors: Thomas Mark
Published: June 2007

Describes the open learning management training programme offered by the UK Civil Aviation Authority. This leads to the Certificate in Management Studies, and enables staff at all levels to study in their own time, improve management capabilities and future prospects, and enhance departmental efficiency or that of the organization as a whole. Personal experiences illustrate the success of the programme.
An innovative partnership in management development
Authors: Blackburn Peter , Fryer Barry
Published: June 2007

Describes the main features of a unique management development programme devised by Shepherd Construction Ltd and Leeds Metropolitan University, which features work‐based learning, mentoring and accreditation of prior learning and has resulted in the first group of Shepherd managers recently receiving their postgraduate awards. Demonstrates that industry and higher education can get together and do new and exciting things.
The motivation of managers for training
Authors: Monk Roger
Published: June 2007

Addresses the questions of why adults seek training and what motivates them to learn. Provides guidelines for managers distilled from key sources. Also looks at the problem of motivating the transfer of training to the workplace. Sometimes it is difficult to motivate employees, first to accept training and then to have them use the training once they have returned to work.
Role play set to boom
Authors: Cotton Geoff
Published: June 2007

Reports on the success and rapid growth of Roleplay UK, which has established itself as the leading supplier of professional role players throughout the British Isles. Clients include large insurance companies, which are currently obliged to assess all their salesforces to determine their competence and potential to achieve the Financial Planning Certificate Level 3 ‐ compulsory by July 1997. Professional role players have proved ideal in making the assessment processes realistic. Gives some opinions of personnel professionals who have used the services of the company.
Addressing the barriers of managing change
Authors: Macadam Charles
Published: June 2007

Provides guidelines on how to dismantle the barriers often encountered when attempting to manage change in an organization. Suggests ways that negative attitudes such as resentment, depression, distrust, stress, disloyalty and lack of productivity, often perceived in staff about to experience major change, can be overcome.
People ‐ the invisible asset
Authors: Stapley Tony
Published: June 2007

Introduces the concept of the “grey employee syndrome” and demonstrates how companies can help their employees to realize their true potential and at the same time reap the benefits of a motivated workforce. Stresses the importance of a supportive management and staff training in order to achieve continual improvement, comparing kaizen‐based and innovation‐based approaches. Gives case examples of company turnarounds as a consequence of becoming more process‐oriented rather than purely results‐based.
Teams: wrong box, wrong time
Authors: Peckham Mike
Published: June 2007

Challenges the idea that all teams are the same. Reviews earlier literature giving models of different team types, and sets out to develop the model further. Presents a team type window and examines the roles of the problem‐solving team, the creative team, the tactical team and “the hammer” in managing uncertainty, discussing their needs, their organizing styles and their interaction. Suggests that companies should prepare themselves for potential problems and introduce structures and systems, based around teams, which can cope with all eventualities.
METHODS model for teamworking
Authors: Spears Pamela
Published: June 2007

Describes the METHODS teamworking model which includes seven basic principles: measurement; encouraging improvement; teaching; listening and conflict resolution; optimization and innovation; dreaming; and success. Explains how these principles have worked for two teams at J.C. Penney.
A comparative analysis of the use of work‐life balance practices in Europe
Authors: Straub Caroline
Published: June 2007

Purpose

The objectives of this study are: to identify and compare companies' involvement with work‐life balance practices and policies in 14 European countries, and to test whether these practices actually enhance the career advancement of women to senior management positions.

Design/methodology/approach

A comparative descriptive analysis shows differences in work‐life balance practices and policies and women's participation in the workforce between countries. In order to test whether work‐life balance practices and policies enhance the career advancement of women to senior management positions a multiple regression analysis is performed.

Findings

There are certain differences in the provision of work‐life balance practices and women's participation in the labour force among European companies. A positive influence of work‐life balance policies and practices on women's career advancement into senior management positions was confirmed in only one case – the payment of an additional amount for maternity leave. All other practices were shown to have no significant impact or a significant negative relationship.

Originality/value

An interesting issue is whether work‐life balance practices and policies help remove the glass ceiling. There has been little research on the impact of work‐life balance practices and policies on women's career advancement. This study attempts to redress this dearth by examining the role of work‐life balance practices and policies on women's career advancement.
Gender, language and the workplace: an exploratory study
Authors: Sheridan Fiona
Published: June 2007

Purpose

The study aims to examine the role that gendered talk plays in the workplace in both task and non‐task related interactions.

Design/methodology/approach

The research undertaken is a hybrid of qualitative and quantitative research using a single case study. The case study, comprising mixed gender and mixed status employees of an American multinational corporation, demonstrates similarities and differences between women's and men's speech patterns in this workplace setting. Through the recording and subsequent transcription of meetings that took place among the participants, a data archive was created, enabling analysis of the conversations to take place.

Findings

The research findings imply that organisations may need to move away from cultures that favour particular talk related norms to ones that facilitate the integration and assimilation of different types of talk, recognising that women and men use language differently.

Research limitations/implications

The speaking dimension of communication is very rich and can be understood at many different levels. Thus, by virtue of the nature of this undertaking along with the richness and the time and energy constraints within which it operated, it was impossible to broaden the scope of the inquiry any further. It is necessary to continue this research involving various other combinations of participants on a gender and a status dimension.

Practical implications

This research uncovers the impact of gendered talk on decision making and leadership in the organisation.

Originality/value

This paper offers valuable insights for practitioners in relation to the challenge faced by organisations in their need to achieve a more balanced representation of women and men in decision‐making positions.
Financial mechanism for the relief expenditure in India: some observations
Authors: Pande Rajnish , Pande Ravindra K.
Published: June 2007

Purpose

This paper proposes to study institutional financial arrangements in India at national, state and district levels for providing relief and rehabilitation to the affected persons during natural hazards.

Design/methodology/approach

India's location and geographical features render it vulnerable to a number of natural hazards such as cyclone, drought, floods, earthquakes, landslides etc. The Government and people have learned a lot of lessons from the past experiences and have developed a financial system to provide relief to affected persons during/after natural disasters.

Findings

For seeking assistance from National Fund for Calamity Relief (NFCR), the concerned State Government is required to send a memorandum, indicating in detail the sectorwise damage, requirements of funds from NFCR etc. Lack of information, in most of the cases, leads to delay in processing the requests of the State Government.

Research limitations/implications

The study is based on the data/information collected for the last ten years (1995‐2005). The period is short for developing any hypothesis but sufficient care has been taken to consider vital factors.

Practical implications

A calamity of rare severity requires a high level of relief assistance from the State. Sound financial mechanism helps the Government to tackle the problem immediately and efficiently.

Originality/value

The study highlights shortcomings in the financial mechanism for relief in India and suggests steps to overcome them.
Preparing for natural hazards: the role of community trust
Authors: Paton Douglas
Published: June 2007

Purpose

This paper seeks to examine how perception of the relationship between people and sources of information influence hazard preparedness and how trust in civic emergency planning agencies responsible for risk communication influences preparedness decisions. It aims to hypothesize that: familiarity with and information about hazards predicts the relative importance of trust; and that levels of trust are influenced by community characteristics.

Design/methodology/approach

A cross‐sectional analysis of the relationship between trust and hazard preparedness was conducted. Hypotheses were tested using data on bushfire, volcanic and earthquake hazards. Data were analysed using multiple regression analyses.

Findings

The first hypothesis, that situational factors predict the relative importance of trust, was supported. Partial support was forthcoming for the second hypothesis. Collective problem solving and empowerment predicted levels of trust.

Research limitations/implications

The findings demonstrated the utility of this multi‐level model for the analysis of risk communication and need to accommodate societal‐level variables in future risk communication research. The source of information plays a role in risk communication that is independent of the informationper se.

Practical implications

The relationship between people and civic agencies and the information provided must be accommodated in planning risk communication. The analysis provides an evidence‐based framework for the development of risk communication strategies based on community engagement principles.

Originality/value

This is the first time this multi‐level model has been applied to natural hazards and contributes to understanding the contingent nature of the risk communication process.
An overview on the technological disasters
Authors: Mohamed Shaluf Ibrahim
Published: June 2007

Purpose

The purpose of this paper is to provide graduate students, researchers, governmental and independent agencies with an overview of technological disasters.

Design/methodology/approach

Technological disasters are subjects of concern to researchers, academicians, governmental and independent agencies. Disasters are classified into natural and man‐made disasters. For an incident to be classified as a disaster, the disaster criteria should be met. Several disaster criteria have been proposed defining the disasters in terms of casualties, economic loss and environmental impact. The disasters which involve major hazard installations (MHIs) are known as technological disasters. The technological disaster definition, stages, types, criteria, factors, models have been reviewed. This paper presents an overview of technological disaster definition, criteria, stages, models, factors, and prevention.

Findings

Although the technological disasters may occur at non‐MHIs, it has been noted that most of the technological disasters involved MHIs and that their impact is not limited to the plants but can extend to neighboring surroundings. The technological disaster consists of three stages: before, during, and after disaster. There are many factors contributing to the technological disasters, some of which are observed clearly while others are partially hidden. The main technological disaster factors were identified as human, organizational and technological errors. Few models have been drawn describing the sequence of development of the technological disaster.

Originality/value

This paper presents an overview on the technological disaster definition, criteria, types, stages, models, factors, and prevention and combines the scattered information on technological disaster into one record.