bluuebunny/crossref_metadata_2025 huggingface dataset:
Theory Building through Conceptual Methods
Authors: Meredith Jack
Published: September 2004

Identifies the significant role of conceptual research methods in
theory building and contrasts it with the theory‐testing research
currently prevalent in operations management. The research stages of
description, explanation and testing are used to distinguish between
theory building and theory testing. Short‐circuiting any one of these
stages results in dysfunctional research activities which produce war
stories, black boxes, or ivory‐tower prescriptions. Defines some terms
relevant to conceptual research methods and describes different
conceptual classification schemes. Finally, discusses the differences
between conceptual models, frameworks, and theories and illustrates each
method with examples from the literature.
Operations Management Techniques in Intermittent and
Repetitive Manufacturing: A Conceptual Framework
Authors: De Toni Alberto , Panizzolo Roberto
Published: September 2004

Proposes a conceptual interpretative framework as a reading key to
management differences in the two principal manufacturing contexts
– intermittent manufacturing and repetitive manufacturing –
within the three basic operations management subsystems: planning,
inventory control and shopfloor control.
Value‐adding Performance Measurement: A Time‐based Approach
Authors: Barker Bob
Published: September 2004

The competitive pressures being placed on Western manufacturing
organizations require new restructuring models, which take account of
value‐adding capability and guide investment. Time‐based manufacturing
strategies offer a framework to develop the total input/output chain in
isolation of selling price. This method can be used successfully in
batch‐manufacturing companies to reduce throughput time and conversion
cost – the method is non‐capital‐intensive and involves total
company and people commitment. Discusses a case study and results from
implementation in a JIT environment in the electrical switchgear
industry. Further research is required to link throughput time reduction
with total factory cost and investment justification.
Strategic Planning for Production Capacity
Authors: Jack Hammesfahr R.D. , Pope James A. , Ardalan Alireza
Published: September 2004

Capacity is generally considered only in one sense – to
provide the means for producing a product or service. Defines capacity
as serving two functions – to provide the means for producing a
long‐run, stable level of a good or service, and to provide the means to
adapt to fluctuations in demand over the short run and intermediate
runs. Given this definition, develops the implications for strategic
capacity planning and offers a model for firms to carry out this
planning. Presents examples of where this model has been followed and
discusses the implications.
A Computerized System for Forecasting Spare Parts Sales: A Case Study
Authors: Snyder R.D.
Published: September 2004

Focuses on a computerized sales forecasting system for the control of automotive spare parts. Outlines the logic of the forecasting method, a refinement of exponential smoothing, together with a method for monitoring forecast errors. Describes experiences in developing, implementing and operating the system.
JIT Manufacturing Systems: Use and Application in Australia
Authors: Clarke Brian , Mia Lokman
Published: September 2004

Reports the results of the first stage of a study which
investigates the adoption of just‐in‐time (JIT) manufacturing systems
and the design of appropriate accounting information systems (AIS).
While almost all adopters report that JIT has provided benefits to their
business, it is not clear that managers fully understand or are, as yet,
capable of exploiting the full advantages of JIT. Identifies several
factors which appear to be important in the successful implementation of
JIT management systems in Australia, including the close geographic
proximity of suppliers and customers, the existence of a highly
competitive market, a broad product range, small to medium firm size,
the existence of flexible manufacturing technology, large inventory
holdings as a percentage of total assets, the use of JIT by dominant
industry members (automobile manufacturers) and a low degree of vertical
integration in the firm. Industry type is also an important factor.
Changing Workplace Practices
Authors: Carlopio James
Published: September 2004

Argues that organizational rules have developed over time to serve
the needs of both workers and managers. Unfortunately, it is being found
that rules are double‐edged; they restrict both the rule maker and the
potential rule breaker. It is clear that many existing workplace rules
do not serve the needs of anyone involved. Discusses several reasons why
rules are difficult to change and suggests ways in which to facilitate
changes in workplace rules. Concludes that, in order for rules governing
existing workplace practices to change, all the relevant stakeholders
must expect to gain from their revision.
Production Planning and Scheduling for Seasonal Demand
Authors: Buxey Geoff
Published: September 2004

When sales vary significantly according to season, the manufacturer
makes special provisions to integrate the acquisition of raw materials
and labour with an effective production schedule which satisfies
customers′ requirements. The recommended procedure is called aggregate
planning, and many algorithms produce a good definitive solution.
However, they have been ignored by industry. The empirical research
presented here looks at such planning in a sample of 20 Australian
factories. It sheds some light on the acknowledged gap between theory
and practice, and suggests that business strategy, the extent of the
seasonal distortion, and the tactical remedies available, are all
linked. Strategic and tactical considerations tend to bypass the
aggregate planning step, and the problem is ultimately resolved at the
master production schedule level.
Planning for Continual Improvement in a Just‐in‐Time
Environment
Authors: Swenseth Scott R. , Muralidhar Krishnamurty , Wilson Rick L.
Published: September 2004

Addresses the dynamic, continual‐improvement nature of the JIT
implementation process. Learning curves are incorporated to analyse the
impact of continual reduction of processing time variation over time.
The results provide valuable information on the relationship between the
level of processing time variation, the output rate of the production
system, and inventory between work processes. The methodology used in
this study incorporates an additional dimension in analysing JIT. It
also provides a general and effective tool for decision makers facing
the complex task of implementing pull production processes.
Expert Advice for JIT Implementation
Authors: Fiedler K. , Galletly J.E. , Bicheno J.
Published: September 2004

Describes an expert system which goes some way towards providing
detailed advice for implementing Just‐in‐Time (JIT) concepts in a
manufacturing environment. Advises managers as to which techniques
should be realized in order to begin implementation of JIT, or to
achieve further improvement if a commitment has already been made to JIT
implementation. Specifically, focuses on small‐to‐medium manufacturing
companies producing high volume discrete components. The advice is based
on an expanded two‐stage process for JIT implementation.
Rethinking Integrated Concept Foundations: A Just‐in‐Time
Argument for Linking Production/Operations and Logistics Management
Authors: Novack Robert A. , Rinehart L.M. , Fawcett S.A.
Published: September 2004

Increasing emphasis is being placed on integrated thinking in
business decision making. Part of that emphasis requires a better
understanding of the basic concepts that are used to add value to
products and services that are consumed in the channel system. Presents
a conceptualization which can be used to integrate concepts from
production/operations management and logistics management for the
purpose of understanding the linkages that exist between these two
applied disciplines. The conceptual structure is based on an
understanding of the management of capacity and movement at both the
firm and channel levels which can help the academic and practitioner
view the commonalities between their responsibilities and those of other
channel members.
A Logistics‐based Inventory Model for JIT Procurement
Authors: Ramasesh Ranga V.
Published: September 2004

Although some recent articles have extended the traditional
economic order quantity models to JIT purchasing, their value is limited
by the simplistic nature of the underlying assumptions. Implementation
of JIT procurement is a lengthy and complex process and it is important
to recognize the interrelationships between the investments in the
different subsystems of the procurement system to suit JIT and the
resultant cost and lead time structures. It is also important o consider
the variability in demand and lead time. Presents an
inventory‐theoretical model that takes these considerations into account
and illustrates its application with a numerical example. This model
facilitates the choice of an optimal combination of the investment and
the shipment lot size to minimize the total annual cost in each period
as a firm progressively adopts JIT procurement.
Developing a Visual Interactive Simulation Model for
Flexible Manufacturing Systems
Authors: Lyu JrJung , Gunasekaran A.
Published: September 2004

Describes how to develop a visual interactive simulation model for
flexible manufacturing systems. SIMPLE_1, an integrated modelling
environment, is selected as the simulation language due to several of
its innovative features. A physical simulator for a flexible
manufacturing system is also chosen as the target to demonstrate the
modelling process of the visual interactive simulation. The results of
this study may provide industrial designers with a design and planning
tool.
Drum‐Buffer‐Rope and Buffer Management: Impact on
Production Management Study and Practices
Authors: Gardiner Stanley C. , Blackstone John H. , Gardiner Lorraine R.
Published: September 2004

The drum‐buffer‐rope/buffer management approach radically changes
the content of production management practice, research and pedagogy.
Documents the major impacts that drum‐buffer‐rope has on production
management study and practice. In summary it provides a framework which
distils the complexities of material flow into an understandable format;
reduces drastically the number of resources that must be explicitly
scheduled; warns of potential disruption to the production plan;
controls lead time; guides continuous improvement efforts; offers a
significantly improved alternative to the kanban production system;
aligns local resource performance measures with global organizational
performance; and makes traditional job shop capacity management
techniques obsolete.
A Goal‐programming Model for Activity Crashing in Project
Networks
Authors: Premachandra I.M.
Published: September 2004

Managers often face the problem of making project decisions that
involve a large number of interrelated activities – the planning
and scheduling of which is project management. These problems often
arise in areas such as product development, production planning and
control and setting up of production facilities. One important aspect of
project management is activity crashing, i.e. reducing activity time by
adding more resources such as workers, overtime and so on. It is
important to decide the optimal crash plan to complete the project
within the desired time period. The usual practice is to use a linear
programming (LP) approach. Finds that the solution obtained from LP is
not always effective and shows that a goal‐programming approach can be
used efficiently in such decision‐making problems.
A Process Approach to Researching Manufacturing Strategy
Authors: Platts K.W.
Published: September 2004

Research into manufacturing strategy is increasing in popularity
but there are no well established research methodologies which are
specific to the field. Briefly reviews current methodologies, identifies
their shortcomings, and notes areas for improvement. Then discusses a
research methodology which was developed to address these. This
three‐stage methodology has been successfully applied to the process of
formulating manufacturing strategy and suggests that similar
methodologies might be appropriate for future strategy research.
Metamodelling a Just‐in‐time Kanban System
Authors: Jothishankar M.C. , Wang H.P. (Ben)
Published: September 2004

Studies the feasibility of using the metamodelling technique for
the performance analysis of a just‐in‐time manufacturing system. The
data for the analysis are generated by a Siman simulation model.
Develops a regression metamodel following an R‐IV fractional factorial
design. Results show that, of the 15 variables considered, only assembly
time, kanban capacity, and the interaction effect between demand and
kanban capacity are statistically significant. Performs
cross‐validation. Finds the results of the metamodel developed to
supplement the simulation model to be accurate.
Optimal Base‐period Data for Productivity Measurement
Authors: Mohan Rao P.
Published: September 2004

The profit‐linked total‐factor productivity measurement models,
such as the American Productivity Center model, use base‐period data as
the standard against which the current‐period performance is measured.
Hence, the design and development of accurate and appropriate
base‐period data is critical in analysing performance. Presents a linear
programming model to generate the optimal base‐period data as well as to
provide valuable information through sensitivity analysis that is not
possible by the measurement model. This information can lead to an
investigation of the causes of problems such as resource inefficiencies,
in addition to the validity and the flexibility of consumption and
production figures.
Use of the Analytic Hierarchy Process for Selecting
Automated Manufacturing Systems
Authors: Mohanty R.P. , Venkataraman Sitalakshmi
Published: September 2004

Studies the justification problems of automated manufacturing
systems (AMS) by using a multiple‐criteria decision making (MCDM)
approach such as analytic hierarchy process (AHP). An example from
Indian manufacturing has been studied. Strategic, technological and
social impacts have been considered for justifying AMS and decomposing
these factors into several possible attributes.
Financial Factors in Plant Location Decisions: A Case Study
in the Greek Metal Industry
Authors: Artikis George P.
Published: September 2004

Aims to identify factors which affect the location decisions of
companies in the Greek metal industry. Attempts to determine what these
factors are, how important they are relative to each other and how
important taxes and inducements (financial factor) are in the process of
location decision making. The methodology employs: a point allocation
system to evaluate the relative importance of the various location
factors, experts′ opinion and mail questionnaire for data collection,
experience in undertaking new investment for drawing the sample firms, a
prospective approach, and non‐parametric statistics. The results are: 16
factors are identified; labour is the first, and financial factor is the
second in importance; and the difference in importance between financial
factor and other remaining factors is not statistically significant.
Concludes that, given the evidence there would be nothing to lose and
everything to gain from a much more critical approach to the use of the
financial factor as an instrument of regional policy.
Intelligent Corporate Strategy beyond World‐class Status
Authors: Chan K.C.
Published: September 2004

Details the Intelligent Corporate Strategy model which attempts to
bring pragmatism into the many and varied strategic management models,
which are often too sophisticated or too theoretical for the real world.
It bridges the corporate level and business level, links the marketing
strategy to the manufacturing strategy, to achieve
lead‐marketing‐manufacturing advantage. It is a breakaway from the
traditional piecemeal approach by introducing holistic systems thinking.
It integrates the interests of the stakeholders (customers, workers,
suppliers, distributors, competitors) with the strategic needs of the
business. It provides guidelines on the steps or levels to reach in
order to exceed world‐class status. Nevertheless, these levels are not
necessarily in rigid sequence, as different companies may choose to
focus on different levels, given the different nature and life cycles of
the businesses. Finally, it emphasizes the need to build sincerity,
trust, and integrity in corporate relationships (the ultimate for
long‐term sustainable competitive advantage).
Evaluation of Bank Branches by Means of Data Envelopment
Analysis
Authors: Al‐Faraj Taqi N. , Alidi Abdulaziz S. , Bu‐Bshait Khalid A.
Published: September 2004

Details a data envelopment analysis (DEA) study of bank branches,
where the bank branches are considered as the decision‐making units
(DMUs). The Charnes, Cooper and Rhodes (CCR) ratio is used to evaluate
the relative efficiency of each branch. The relative efficiency is
computed utilizing specific input and output factors. The study has been
applied to a set of branches of one of the largest commercial banks in
Saudi Arabia in an attempt to evaluate the relative efficiency of these
branches in order to improve the quality of services and utilize the
available resources more efficiently.
Cellular Manufacturing at Champion Irrigation Products
Authors: Ravi Kumar K. , Hadjinicola George C.
Published: September 2004

Champion Irrigation Products is a company which has started to
employ the principles of Cellular Manufacturing in its operations.
Undertakes the task of examining the applicability of Cellular
Manufacturing at the company by using several methods for cell
formation. Describes the design and implementation phase of the
application, along with the obstacles encountered and solutions
provided. Benefits realized from the application of Cellular
Manufacturing at Champion Irrigation Products include reduction in
work‐in‐process inventory and materials movement, increase in quality,
and simplification of production, planning and control procedures. The
success of the application lies in the fact that management at Champion
Irrigation Products did not view Cellular Manufacturing as a mere
rearrangement of the factory floor, but as a starting‐point for the
continuous questioning of its practices, with the goal of improving the
manufacturing function.
Multicriteria Planning Model for Mental Health Services
Delivery
Authors: Hammers Specht Pamela
Published: September 2004

Decentralization of mental health services delivery through the
implementation of community‐based mental health centres has greatly
increased the complexity in the administration of US mental health
programmes. Decision makers have to allocate limited resources between
traditional hospital programmes and the community centres. Presents a
goalprogramming‐planning model which allows the decision maker to
analyse trade‐offs between healthcare objectives as well as to assess
the budgetary and staff ramifications of various policy decisions.
Illustrates the model through the use of a case example from a
Midwestern US mental health services programme.
Manufacturing Competence and Business Performance: A
Framework and Empirical Analysis
Authors: Kim Jay S. , Arnold Peter
Published: September 2004

Presents a framework of manufacturing competence, and tests its
theoretical validity using empirical data from a large‐scale survey.
Interesting findings include: the regression analysis shows that
manufacturing competence is better represented when low‐priority
capabilities are not explicitly considered; the manufacturing competence
index appears to have more significant statistical relationships with
some performance measures (such as the return on assets and return on
sales) than with others – manufacturing matters, but not equally
to all the financial and market performance; the concept of
manufacturing competence is found to be more influential in determining
the business performance in the electronics sector than in the machinery
industry. Does manufacturing competence matter equally in all
industries, or does it matter more in a specific industry? If so, what
makes manufacturing competence so important? Advocates further study to
answer these questions and to complete the theory of manufacturing
competence.
The Effect of Capacity Limitations on Safety Stock
Authors: Mapes John
Published: September 2004

When a production system is operating at close to capacity then,
after a period of high demand, it may take some time to restore stocks
to the level necessary to provide a given level of stockout risk. During
this period the risk of a stockout will be higher than intended. Uses
simulation to show how customer service levels fall dramatically as
average production levels approach available capacity and to determine
the increases in levels of safety stock necessary to maintain desired
customer service levels when capacity is limited.
Assignment Model Formulation of the Machine Cell Formation
Problem in Cellular Manufacturing
Authors: Felix Offodile O.
Published: September 2004

Presents an assignment model formulation for the machine cell
formation problem in cellular manufacturing based on an appropriate
definition of dissimilarlity between any pair of machines for the
grouping problem. This dissimilarity measure considers the production
volume or demand for the parts on the respective machines and forms the
cost parameters for the assignment model which is to be minimized.
Identification of the machine cells automatically yields the
corresponding part groups which are then assigned to the cells. The
model is fast‐converging, taking advantage of the well‐proven assignment
algorithm. Also presents an algorithm for dealing with mild cases of
exceptional elements and too many machine cells. Uses numerical examples
to illustrate the model.
Preventive Maintenance in a Multiple Shift and High Volume
Manufacturing Operation
Authors: Osborne David , Taj Shahram
Published: September 2004

Shows how to implement a preventive maintenance (PM) system in a
high volume manufacturing operation with a just‐in‐time environment.
Determines the tasks that are performance‐coupled in a specific machine
by using a simple flowchart. Computes for every component suitable for
PM, earliest economic replacement time and earliest expected replacement
time. Using a time graph, the PM is scheduled for components that are
performance coupled in a specific machine. This procedure is
straightforward and can be easily followed by plant floor personnel.
JOB: An Instructive Job Shop Scheduling Environment
Authors: Pruett James M. , Schartner Andreas
Published: September 2004

Describes the scheduling problem and JOB, then presents an
extensive job shop scheduling session in which a variety of scheduling
problems are encountered and overcome using JOB′s interactive scheduling
option. The example shows how work orders may be created and scheduled,
and the schedules evaluated, all within the framework of the JOB system.
By working with typical job shop scheduling opportunities in a realistic
though simulated environment, users will better understand the problems
job shop schedulers actually face and will be better able to solve them.
Dispatching Procedures for a Flexible Manufacturing Cell in
Constant Production Circumstances
Authors: Arzi Yohanan , Roll Yaakov
Published: September 2004

Reports development and simulation of real‐time dispatching
procedures, for flexible manufacturing cells (FMCs) in constant
production circumstances, where a fixed set of part types is processed
continuously while maintaining constant ratios between quantities needed
of each part type. Five different procedures were tested: the first
based on a simple rule, called the largest relative advantage (LRA)
rule; two procedures linear programming based (named FMLPP and ALPP); a
pull‐type procedure; and the last based on SPT rule. As expected, one of
the linear programming based procedures achieved the best results.
However, the much simpler LRA based procedure produced similar results,
especially in the presence of machine failures. It was shown that, for
high processing flexibility, good performance may be achieved by a
dispatching procedure using the cell processing flexibility. In contrast
to this, in low processing flexibility situations, there is no
significant difference between the various scheduling procedures.
Project Scheduling Problems: A Survey
Authors: Icmeli Oya , Selcuk Erenguc S. , Zappe Christopher J.
Published: September 2004

A survey of project scheduling problems since 1973 limited to work
done specifically in the project scheduling area (although several
techniques developed for assembly line balancing and job‐shop scheduling
can be applicable to project scheduling): the survey includes the work
done on fundamental problems such as the resource‐constrained project
scheduling problem (RCPSP); time/cost trade‐off problem (TCTP); and
payment scheduling problem (PSP). Also discusses some recent research
that integrates RCPSP with either TCTP or PSP, and PSP with TCTP. In
spite of their practical relevance, very little work has been done on
these combined problems to date. The future of the project scheduling
literature appears to be developing in the direction of combining the
fundamental problems and developing efficient exact and heuristic
methods for the resulting problems.
Identifying Economic Order Quantities Using Genetic
Algorithms
Authors: Stockton David John , Quinn Liam
Published: September 2004

The ability of traditional economic order quantity (EOQ) models to
successfully determine optimum purchase and process batch sizes has
declined in recent years. These models are simplistic in nature in that
they make assumptions that are no longer valid in practice, in addition,
they cannot take into account the wide variety of cost and other factors
that influence inventory control decisions. Presents an alternative
method for identifying economic batch quantities that uses genetic
algorithms (GA) based on the underlying mathematical processes that
control the reproduction of genes within biological species. Using
genetic algorithms it is possible to successfully deal with complex
inventory situations and there are no limits on the type and number of
variables that can be used to influence the batch‐sizing decision.
A Longitudinal Study of the Role of Manufacturing
Technology in Business Strategy
Authors: Meredith Jack , Vineyard Michael
Published: September 2004

Reports on a study of the use of flexible manufacturing systems in
three strategic business units over a period of six years. Describes
each SBU′s manufacturing technology strategy and contrasts it with
tactical measures of actual operations to gain insight into the role of
manufacturing technology in the SBU′s business strategy and its
evolution. Presents study results in ten propositions which question our
knowledge of how strategy truly evolves in organizations.
A Multiple Objective Model for a Just‐in‐Time Manufacturing
System Environment
Authors: Chan Kim Gyu , Schniederjans Marc J.
Published: September 2004

Presents a linear goal programming (LGP) model, which can be used
to derive an optimal daily production schedule for JIT production
systems. Also provides an explanation of how a detailed post‐optimal LGP
analysis can enable a decision maker to examine the effects of
production scheduling in a JIT “mixed‐model” production
environment. To illustrate the informational efficacy of the proposed
JIT‐based LGP model, presents an illustrative example.
Understanding Technological Change: The Case of MRPII
Authors: Brown Andrew D.
Published: September 2004

Provides a framework for understanding some social and cognitive
implementation processes that accompany technological change. Gives a
brief overview of MRPII. Highlights its practical benefits and reviews
the difficulties of achieving a successful implementation. Makes a case
for re‐thinking technological change paying closer attention to social
and cognitive phenomena, using material drawn from a detailed study of
13 MRPII implementations. Finally, draws some conclusions concerning the
nature of technological change and the merits and deficiencies of the
framework.
ALIAS: A Graphical User Interface for an Ambulance Location
Model
Authors: Repede John F. , Jeffries Carol J. , Hubbard Edward
Published: September 2004

Like many operations research models, ambulance location models
suffer from lack of practical implementation by those who could benefit
from them. A major obstacle to adoption of such models is the emphasis
their developers place on abstract mathematical principles, which
overshadow the functional purpose of the models. This focus leads to
impracticality in the presentation and usage of models, owing to such
attributes as complex computer interfaces, cumbersome input and output
procedures, and non‐intuitive presentation of results. Suggests a
solution to these problems, in the form of a graphical interface system
called ALIAS (Ambulance Location Identification and Analysis System).
Determining Economic Batch Sizes for Multiple Items in a
Multilevel Manufacturing System
Authors: Goyal S.K. , Gunasekaran A. , Martikainen T. , Yli‐Olli P.
Published: September 2004

Presents a mathematical model for determining Economic Production
Quantity (EPQ) in a multistage flow‐shop production system for the case
where the demand for items per unit time is deterministic and the
planning horizon is finite. Solves an example problem to illustrate the
model.
Executive Education in the UK
Authors: Hussey David
Published: September 2004

An empirically based perspective of current trends and issues in
executive training in the UK is provided. Executive development used to
build competitive advantage, increasing formal qualifications, the
growth in tailored programmes, trans‐country training and distance
learning are discussed, and it is argued that executive training in
whatever form must link to company objectives.
Linking Management Development to the Corporate Future
– The Role of the Professional
Authors: Temporal Paul
Published: September 2004

This article is based on the premise that traditional management
development activities have failed to give organisations the results
they require. It develops the idea that management development will only
be successful if it is more closely linked to corporate strategy, and
that a thorough understanding of the organisation′s mission, strategy,
culture, operations and structure is essential for this to take place.
This necessitates a change of emphasis and role for the management
development professional, and there are messages for both chief
executives and management development professionals as to how these
changes might take place.
Management Education and Development in Developing
Countries: The Case of Technical Managers in Indonesia
Authors: Lee James B. , Schwaller Richard L.
Published: September 2004

Designing management education and development programmes for
developing countries raises difficult questions concerning the role of
the local culture in the content of the programmes. This issue is
examined in the content of the Indonesian culture. The results of a
survey of technical managers lead to recommendations and provide
first‐hand commentary.
A Feedback Approach to Management Development
Authors: London Manuel , Wohlers Arthur J. , Gallagher Philip
Published: September 2004

Upward feedback surveys are a way to collect anonymous information
from subordinates on management dimensions that are important to the
organisation. In addition to being a source of information for
development and performance appraisal, the information, when aggregated
across managers, can be a needs analysis for establishing and updating a
management curriculum – that is, a source of information about
what development programmes managers need for improvement. Guidelines
and issues in designing, administering, and evaluating a survey feedback
process are focused on. Specifically, how to develop appropriate
questions for a survey, administer the survey, feed back the information
to managers, and evaluate the effectiveness of the process are
considered.
Management Games and Simulations in Management Development:
An Introduction
Authors: Wells Robert A.
Published: September 2004

Management games arose on the scene in the late 1950s and were
derived from World War II simulations. Since then, they have grown in
use and can be found in most major companies and in most colleges or
universities. They provide an experiential framework for learning and
applying concepts learned, add interest and even excitement to the
classroom and provide a risk free environment for learning.
Go Ahead – Take ADVANTIG!
Authors: Wenzel Lori , Roitman David , Wood Michael
Published: September 2004

This article is a short, informative piece regarding a technology
implementation simulation tool developed by the Industrial Technology
Institute (ITI). The simulation (ADVANTIG) was developed so that
manufacturing firms can experience the interpersonal dynamics
that take place when a firm is thinking about or actually implementing
new technology. After facilitating the simulation for a number of years,
ITI has discovered that not only do manufacturing firms benefit from the
simulation but so do others. This is because one of the goals of the
simulation is to reveal to the participants the importance of
co‐ordination, co‐operation, and communication. This, of course, is
transferable to any business.
The Changing Bell(e) of the North
Authors: Barrie Wilson W.
Published: September 2004

Bell Canada, the telecommunications provider for Ontario and
Quebec, the two largest provinces in Canada, has embarked upon a change
programme for its 50,000 employees as it moves from the monopolistic
environment that it has operated in for over 100 years, to one where
competition and marketing are becoming the key success factors. The
change programme involves many elements and interventions, including the
development of mission statements, education and training on the team
approach, and a focus on “your” customer and quality. A bias
for action is a key factor with initiation of many pilot projects and
trials, as well as the development of a networking system to ensure the
distribution and sharing of experiences.
Executive Development and Education: An Evaluation
Authors: Moulton Harper
Published: September 2004

A broad perspective on the trends and issues in executive education
is provided. Some insights into the outcomes of the 1989 Conference of
University Executive Program Directors are given. Together with a
discussion of executive programme assessment, the impact of executive
programmes is evaluated by assessing the extent to which the programme
content and process is tailored to meet individual learning needs.
The Possibilities and Limits of Team Training in South East
Asia
Authors: Kirkbride Paul S. , Durcan Jim , Tang Sara F.Y.
Published: September 2004

The area of team teaching is addressed with reference to methods of
implementing it in management development; the benefits of team
teaching, both to trainers and trainees, are described. Possible
difficulties and problems which can arise when it is used in different
cultures are examined with reference to South East Asian countries,
particularly those with a “Chinese” culture. An example of
the use of the method in Hong Kong is provided, from which conclusions
are drawn as to its effectiveness in a predominantly Chinese
environment.
Political Management: Developing the Management Portfolio
Authors: Baddeley Simon , James Kim
Published: September 2004

Although the focus of management education is on helping the
powerful to be more effective in using their power, it gives less
attention to the role of politics, in exercising power, than other areas
of education. Political understanding is relevant in every kind and at
every level of organisation. This article pursues the argument that
political competence be included in any portfolio of basic management
skills. Referring to their own previous work in this area, the authors,
offer a number of issues for consideration by management educators
interested in the same objective. These include the question of how
political “nous” becomes a teachable skill; how the
obtaining of such skills contrasts with other development models used by
psychologists; the process of enabling managers to explore their
“bottom line”; and understanding the political purposes of
the different interests involved in management education ‐client
organisations, participants and trainers.
Developing Self‐awareness through Simulation Gaming
Authors: Bailey Betty Ann
Published: September 2004

Computer simulation is used in a behavioural training programme to
effect changes in behaviour and managerial style. Role‐playing by team
members, such as leadership, assuming technical responsibilities and
business roles is also described. The groups are required to identify
critical issues and illustrate the way decisions are negotiated.
Enhancing Staff Members′ Performance through Feedback and
Coaching
Authors: Hillman Larry W. , Schwandt David R. , Bartz David E.
Published: September 2004

Providing help through feedback is a key task of any manager. In
the context of a performance management model, the ways in which
managers can effectively provide ongoing performance feedback are
explored. It is concluded that basic communication skills, such as
attending, reflecting, exploring, self‐disclosing, and acceptance by the
supervisor will enhance the effectiveness of feedback.
Pragmatic Perspectives in International Marketing Education
Authors: Bell Jim , Brown Stephen
Published: September 2004

Recent reports on the state of
management education are, typically,
critical of the relevance of business
school offerings to “real world”
situations. Furthermore, they stress
the need to internationalise the
curriculum and develop personal and
interpersonal skills through programmes
which are more integrated and
participative in design.
This article discusses the pragmatic
approach to international marketing
education, which in seeking to address
these issues, also recognises the
broader role of universities in
contributing to economic development.
Learning Together: Practical Lessons in Partnership in
Management Development
Authors: Braddick Bill
Published: September 2004

The ways in which companies and business schools are working
together in executive development work are described. European
institutions which are partnering in executive development are
discussed, and practical examples of current, innovative programme
designs that use new developments in the practice of executive learning
are provided.
Beyond Project‐based Learning for Senior Managers and Their
Teams
Authors: Butler Jim
Published: September 2004

The evolution and development of the BAT Industries Group
Management Centre′s executive training programme (Business Management
Seminar) is discussed. Some insights into the executive learners′ needs
are given and how the programme provides some unique, individual and
group learning experiences to meet those needs. The impacts which the
programme has had on participating individuals and their organisations
are described.
Cross‐cultural Learning in a Multinational Business
Environment
Authors: Edge Al , Keys Bernard
Published: September 2004

The emphasis on cross‐cultural learning is discussed, through the
medium of the Multinational Management Game, whereby top management
decision making is undertaken by participants from different cultures,
creeds and languages. How they interact and also react, in the group
situation is illustrated, together with the way consensus is reached.
Action Learning as a New Idea
Authors: Jones Merrick L.
Published: September 2004

Action learning is presented by its originator, Reg Revans, as an
ancient idea. But for those who encounter it for the first time it may
be difficult to grasp for several reasons. In this article the author
describes the reactions to a visit to Sri Lanka by Revans, and
identifies several issues which seemed to emerge as he talked about
action learning to a variety of managers and management teachers. These
issues may be barriers to understanding its concepts and potential. The
author makes several suggestions for minimising these barriers.
Executive Education in Major Corporations: An International Survey
Authors: Vicere Albert A. , Freeman Virginia T.
Published: September 2004

Executive education can be a powerful
catalyst for both personal and
organisational development. How
corporations are utilising this potential
was the subject of an international
study of executive education trends
among the Fortune 300, Fortune
Service 100, and Fortune International
100 firms. The results of the study
reflect expanding corporate support for
executive education, both on an in‐company
basis and through university‐based
programmes. The results also
suggest some interesting comparisons
among the executive education
practices of the three survey
population subgroupings.
Universities as Providers of Executive Education
Authors: Vicere Albert
Published: September 2004

The nature of the relationship where university business schools
have actively sought partnerships with companies by initiating
“contract” programmes customised to meet the specific
learning needs of the client company is discussed. Two case examples of
actual programmes are described: an open but selective enrolment general
management programme and the Consolidated Rail Corporation′s two‐week
management programme for employees of that company, both offered at
Pennsylvania State University. The unique benefits of each programme are
noted and it is argued that these should help to foster greater
collaboration between universities and corporations in the future.
Utilising Simulation Games: Three Consulting Experiences
Authors: Golden Peggy A. , Smith Jerald R.
Published: September 2004

Simulation games, like other experiential exercises, are methods of
developing management skills that involve higher levels of learning.
This article presents three cases of how these games provide a viable
management development experience.
Introducing Executive MBA Programmes with Management Games
Authors: Gooding Carl , Keys Bernard
Published: September 2004

The EMBA is the fastest growing segment of the executive education
market. The heavy demands of course schedules on top of otherwise heavy
work schedules produce considerable stress. Consequently programmes
require a heavy motivation and commitment. Team building for peer
support and course levelling early in the programme are critical to
success. A management game was found to be very successful in the
introductory week of an EMBA programme both at developing peer support
and at providing an integrative introduction to the two years of work.
Mutual Mentoring on Projects – A Proposal to Combine the Advantage of Several Established Management Development Methods
Authors: Smith Barry
Published: September 2004

While mentoring has obvious benefits
to the protege, benefits to the mentor
and to the organisation are often long
term or invisible. A procedure named
Mutual Mentoring on Projects is
proposed which produces observable
short‐term benefits for protege,
mentor and organisation and minimum
costs.
Congenial Ways of Learning: So Near and Yet so Far
Authors: Snell Robin
Published: September 2004

“Real time” experiential learning for
managers appears to be taxing on the
emotions and tough on the nerves.
How readily can this be changed by
equipping managers to learn more
congenially? It is argued that such a
mission borders on the impossible.
Some of the psychological and cultural
barriers that would be encountered are
examined and the strong, opposing
institutional forces that will need to be
contended with are considered.
Development Partnership – The Centre of Managerial Development in a Competitive Environment
Authors: Sutton Edward E. , McQuigg‐Martinetz Beverly
Published: September 2004

The Development Partnership, a
vehicle for making managers at New
York Telephone better in a new,
competitive world is discussed. In less
than a decade, New York Telephone
evolved from a monopoly where
emphasis was on service and cost
reduction to a highly competitive
organisation where emphasis shifted to
meeting customer needs and revenue
generation. The Development
Partnership is a process whereby
managers and their management
subordinates design, for a calendar
year, a plan to develop the skills the
subordinate needs to become the best
employee possible for the company and
for their own self‐development.
Developing Hospital Administrators with the Canadian
Hospital Executive Simulation System
Authors: Knotts U.S. , Parrish Leo G. , Shields Charles A.
Published: September 2004

This article describes the Canadian Hospital Executive Simulation
System (CHESS), which has been developed by two of the authors, Knotts
and Parrish, in co‐operation with the Canadian College of Health Service
Executives; the key features of CHESS are then outlined. The article
also describes the use of CHESS in Executive Development Programmes
conducted for healthcare executives by the Canadian College of Health
Service Executives.
Managing the Cultural Differences in Learning
Authors: Pun Aaron S.L.
Published: September 2004

The effect of cultural background on the learning behaviour of
Chinese managers undertaking management development programmes of
Western origin is addressed. The differences in attitude and approach to
learning between managers from the West and Chinese managers are
examined.
Management Education in Central and Eastern Europe and the
Soviet Union
Authors: Fogel Daniel S.
Published: September 2004

Various approaches to management education in Central and Eastern
Europe and the Soviet Union are described. Typical efforts to provide
management training are explored and a plan for increasing both the
number and the quality of management training centres in the area is
suggested.
The Internationalisation of Management at Fiat
Authors: Auteri Enrico , Tesio Vittorio
Published: September 2004

Three years ago the top management in Fiat realised that their
managers must not only cross physical national boundaries to operate
successfully in the global marketplace, but must also think and plan
across and within all the diverse cultures of the globe. From this
vision, a comprehensive and dynamic programme was launched that did not
accept ready‐made solutions, but sought out a unique Fiat approach to
creating intercultural competence within the company. It began with
extensive research and thinking, and then the findings were translated
into a wide range of initiatives that are now operative throughout the
multinational organisation. Now, three years later, the benefits of
reframing the company′s international thinking while maintaining its
strong Italian origins are being felt and they form a backdrop for the
even more radical changes currently taking place.
Knowing How to Learn: The ″Neglected″ Management Ability
Authors: Dechant Kathleen
Published: September 2004

Managers are, whether they realise it or not, the architects of
their own development: this is often overlooked or avoided in many
executive development programmes. Self‐directed learning, the primary
learning strategy employed by managers during periods of non‐formal
learning, is discussed.