bluuebunny/crossref_metadata_2025 huggingface dataset:
Beyond technical competence: developing mental toughness
Authors: Scarnati James T.
Published: July 2002

Discusses an aspect of leadership that is beyond technical competence and practiced by highly successful people. Mental toughness is defined as “between the ears” toughness. Provides the reader with methods to deal with stressful situations and despotic bosses. The author emphasizes that the mind is where battles are truly won and lost. Depicts expanding the circle of influence by; never letting the enemy into your mind; maintaining the ability to choose; projecting a positive attitude; and defining goals. Provides examples of mental toughness and survivability in prisoners of war. Explains techniques for nurturing and practicing mental toughness. Establishes a sound philosophy for increasing the probability of long‐term success and professional advancement in stressful environments. Includes quotes from contemporary as well as historical leaders.
Strategies for survival in the war of talent
Authors: Hay Michael
Published: July 2002

One‐third of employees plan to resign from their jobs within the next two years, according to a new international report, The Retention Dilemma, by Hay Group. However, with economists forecasting a downturn, this is not good news for companies struggling to stay successful. This article explores why people are moving jobs and identifies some of the ways in which a company can retain its best people.
The stakeholder approach to the firm: a practical way forward or a rhetorical flourish?
Authors: Hamilton Leslie , Clarke Thomas
Published: July 2002

Discusses the recent interest in a stakeholder approach as an alternative approach to competitive individualism in organizations. Examines the economic philosophy which underpins the traditional view of shareholder primacy and explores whether the approach is viable and realistic in contemporary circumstances. Concludes that in future, the stakeholder approach may be a commercial necessity.
Changing roles or starting a new job
Authors: Pullen Trevor
Published: July 2002

A personal view by a “new” managing director who describes his own experiences in taking on the challenge of a very different dual role in a new organization. He joined GHN, a specialist consultancy providing executive coaching and mentoring almost a year ago from a top position in the financial services industry, managing director of Prudential Life and Pensions. His changed role encompassed becoming a business coach and taking over the role of managing director from a charismatic co‐founder. Looks at the benefit he received from being coached prior to taking up the job and the steps he was taken through to help him plan an effective entry into a changed role and a new organization.
Improving performance with 360‐degree feedback
Authors: Edwards Mark R.
Published: July 2002

Asserts that intelligence gathered from multiple sources enhances both internal and external customer service. Notes also that multi‐source assessment or 360‐degree feedback enhances information quality, provides specific performance feedback and targets developmental areas. Uses findings from the experience of a variety of organizations which have implemented multi‐source assessment to support these beliefs. Suggests that this form of marketing research targeted to each person facilitates performance improvement by providing strong motivation to take action. Notes that optimizing performance and customer service relies on accurate information ‐ citing the provision of such information as the strength of 360‐degree feedback.
Information overload: permission to not know?
Authors: Weinstein Krystyna
Published: July 2002

Suggests that as we begin to drown in information, technology is not the only way to resolve the resulting stress. Argues that as people become less able to absorb, let alone process, all the information and knowledge that is around, we need to consider other ways of working. Being crammed full of information may not be the solution. Rather we need to give ourselves permission to not know, and then work together, to share, and to allow ourselves time and space to consider what we really do need to know. For that we have to be asking the right questions. Concludes that sharing, co‐operating, applying action learning and open space conferencing approaches are just some of the ways forward.
Women’s and men’s interest in alternative career options: a slow advancement way to the top?
Authors: Burke Ronald J.
Published: July 2002

Examines interest in career options allowing greater flexibility but slower career advancement among women and men employed in a single large professional services firm. Reports on data which were collected by questionnaires completed anonymously. Women expressed significantly greater interest in such career options than did men. Women and men expressing greater interest in such options described the firm in more negative ways and reported both less job satisfaction and greater intention to quit. Women and men who were married, and who had children, were more interested in alternative career options. In addition, women who spent more time commuting to work, and women whose spouses worked more hours than they did, were also more interested in them. Men whose spouses were employed outside the home for pay also expressed greater interest in them as well. It seems that organizations might increase satisfaction and reduce turnover of some employees by providing such alternatives.
Empowering the workplace: a commitment cohesion exercise
Authors: King Albert S.
Published: July 2002

Describes the commitment cohesion exercise, which is an instrument that increases the understanding of employees’ attraction to “the ideal” or empowered organization. Suggests that managers and supervisors will find the exercise instrumental in surveying quality of work‐life problems within their organizations. The exercise also measures employees’ perception of loyalty, values and organizational commitment. Three conditions, i.e. loyalty, values and commitment, influence empowerment structures within an organization. Discusses these conditions or components within the exercise and uses them to define an eight‐phase model which individuals pass in their decision to form and join “ideal” or empowered organizations. The exercise supports the notion of a stepwise movement from loyalty to value congruence (or agreement) to organizational commitment. It also demonstrates how progressive phases are associated with perceived quality of work life and connected to an empowered organization.
HR aspects of a take‐over: part 1; how to stop the wheels coming off during the test drive
Authors: Burns Mike , Rosen Adrienne
Published: July 2002

This is the first of three articles which describe, from a human resource perspective, the various stages of an acquisition in the international financial services sector. Views this from the standpoint of human resource professionals employed by Royal Trustco at the time of the deal, under which most of that company’s businesses were bought by Royal Bank of Canada. Deals here with the problems involved in maintaining morale and motivation in the target company during the period when it was “in play”, and with the HR stratagems devised to deal with these problems. Suggests that because of the “people” nature of the businesses in question, failure to deal with these problems effectively would, at best, have had an adverse effect on the success of the combined operations after the deal, and might, at worst, have prevented the acquisition from going ahead.
Managing to relate: organizing as a social process
Authors: Hosking Dian‐Marie , Haslam Phil
Published: July 2002

Achieving collaboration within and between organizations is seen commonly as being problematic. Looks behind some of the current management thinking to find the “taken‐for‐granteds” implicit in that thinking and practice, which constitute an “entitative perspective”. Viewing managing and collaboration from such a perspective facilitates certain questions about managing. Suggests that there is an alternative, relational, perspective which promotes different questions. From this relational perspective, managing is seen as just one social process of making sense of situations or communications, termed “text”, in relation to context. Argues that this sensemaking process is conversational and provides insights into the processes of collaborating.
Paradoxes of management development ‐ trends and tensions
Authors: Talbot Colin
Published: July 2002

Seeks to develop a model of different, contradictory, and even paradoxical, trends and approaches to management development (MD). Reviews current generic approaches to MD and offers a framework for the analysis of these approaches, based on Kolb’s work on experiential learning. Develops a four‐old analytical model which embraces both the practice and theory of MD in the UK and elsewhere. Makes brief mention of attempts to develop programmes for strategic managers, as opposed to more generic, usually operational manager‐oriented, programmes. Examines the relative paucity of advice on the development of strategic managers and whether there are qualitative differences between developing strategic and other managers.
HR aspects of a take‐over: part 2; running it into the ground
Authors: Burns Mike , Rosen Adrienne
Published: July 2002

The second in a series of three articles dealing with the human resources aspects of mergers and acquisitions, with reference to a particular transaction in the international financial services sector ‐ the purchase of most of the businesses of Royal Trustco by the Royal Bank of Canada. Describes the human resources challenges which emerged in a business which was not wanted by the acquiring organization and was therefore left out of the deal and wound down. Also describes key responses to these challenges: open communication of the business plan (including the manpower plan), innovative performance management and reward systems and unconventional approaches to redundancy planning. Considers that the learning points summarized in the article can be applied in other wind‐down situations where stakeholders’ investment is at risk.
Change before you have to: for CEOs who recognize the need, the tools exist now for organizational change
Authors: Guinn Stephen L.
Published: July 2002

Examines the steps necessary to change an organization to make it more efficient and competitive including changing the corporate culture by identifying company values and overcoming barriers to change. Competence modelling clarifies the leadership expectations of the organization for its executives, and a 360 degree evaluation of leaders’ performance in demonstrating desired behaviours assesses whether the expectations are being met. The competence model, once defined, can be used to determine criteria for hiring and promotion. Contends that companies seizing an early opportunity to change are able to create or maintain a competitive advantage in a rapidly changing business environment.
External supply of skill groups: a case of industrial management in Taiwan
Authors: Kao Chiang , Chen Liang‐Hsuan , Wang Tai‐Yue , Lee Hong‐Tau
Published: July 2002

Discusses the external supply for industries of particular skill groups from academic institutions and illustrates this with a case of industrial management. Essentially, students graduating from academic institutions constitute the major portion of the labour market, and the required courses taught in schools represent the training of students. Takes into consideration three education levels ‐ junior college, college, and graduate school ‐ and classifies the training into six categories: basic knowledge, production, finance, marketing, human resources, and information. Suggests that the discrepancies between the quantities demanded by industries and supplied from schools, and the training expected by industries and received from schools provide useful information for both government and industries when making appropriate decisions.
Changing career rules: clinging to the past or accepting the new reality?
Authors: Burke Ronald J.
Published: July 2002

This exploratory study examined recent business school graduates appreciation of ongoing changes in the nature of employment relationships. It has been suggested by some that job security is now dead and that company loyalty has all but disappeared. To what extent do recent business school graduates endorse old or new career and organizational realities? Two hundred and seventeen respondents completed anonymous questionnaires. Aspects of the old and new employment contract were assessed by 20 items created specifically for this research. The data revealed modest support for both the old and new employment relationship, perhaps reflecting the transition currently underway in workplaces. Implications for individuals and organizational management are offered.
Career issues and international adjustment of business expatriates
Authors: Selmer Jan
Published: July 2002

Western business expatriates, mostly from the USA, France, the UK and Sweden, responded to a mail survey exploring career issues and their degree of international adjustment. Unexpectedly, it was found that meeting career goals within the corporation does not significantly affect work adjustment, but it does have a positive impact on the other two dimensions of sociocultural adjustment, general and interaction adjustment. As predicted, it does also have a positive affect on psychological adjustment, as measured by subjective well‐being. Surprisingly, none of the other variables depicting career issues for expatriates, career development fit, wrong/ useful career move, and supportive corporate attitude to expatriation, had any significant effect on either sociocultural or psychological adjustment. These unexpected findings are discussed in detail and approaches for further research in this area are recommended.
The changing career strategies of managers
Authors: Wilson Tony , Davies Goronwy
Published: July 2002

Examines the issues which managers consider when making career decisions and finds that, faced with reduced levels of employment security, they are redefining careers in terms that now include references to lifestyle and the achievement of a balance between the personal, domestic and employment aspects of their lives. Identifies that changes in any of these areas of managers’ lives can cause them to revise their career strategies. Identifies that life events also have a major impact upon career decisions. Recognises that there are gender‐related differences in the career strategies that managers adopt. Concludes that for some managers the definition of self is becoming less focused upon employment and more related to lifestyle.
Professional leadership education: an analysis
Authors: Liberty James V. , Prewitt Jim
Published: July 2002

In recent years there has been a marked increase in leadership programs, witness the proliferation of books on leadership, articles in business publications about leadership, and institutions offering training in leadership. But, until recently, leadership education was not readily available from accredited universities. This paper examines professional leadership education in those universities in the USA. Our purpose was to ascertain the underlying academic foundations of leadership master’s degrees and to determine if there was a discernable difference from the foundation of the MBA. We located 15 institutions with leadership master’s degrees. Using catalogs, program descriptions of these programs appear to be more influenced by behavioral science/humanities than the foundations of MBA programs.
International mobility policies and practices: are there gender differences in importance ratings?
Authors: Haines Victor Y. , Saba Tania
Published: July 2002

Because the low participation rate of women in international management is problematic, this study seeks to identify which international mobility policies and practices appear to be most responsive to the needs of women. Based upon 337 responses to a questionnaire survey, the results show significant gender differences on five career‐related international mobility policies and practices. While career support has been recognized as an important condition of expatriate success, the study results suggest that this form of support is critical for encouraging women to accept international assignments. No significant gender differences were found on family‐supportive international mobility policies and practices. Financial support received generally high importance ratings by both women and men.
Assisting economic transformation in central and eastern Europe: correlates of program usefulness
Authors: Burke Ronald J. , MacDermid Graeme
Published: July 2002

This exploratory study examined correlates of value reported by participants from an international management and business development program. Data were collected from 51 managers from the Baltics, Central and Eastern Europe and the Former Soviet Union who participated in a six‐week program held in Canada. The program emphasized market economy concepts, Western management principles and placement in a Canadian host company. Program participants reporting greater value were at higher organizational levels, worked more hours per week, had stronger entrepreneurial and technical‐functional orientations, acquired more skill and knowledge from the program and used program content to address specific back‐home projects.
Satisfaction among expatriate managers: correlates and consequences
Authors: Yavas Ugur , Bodur Muzaffer
Published: July 2002

This study, relying on a survey of managers on international assignments in Turkey, examines the relationships between expatriate managers satisfaction and commitment to their companies and assignments. The study furthermore seeks to identify the factors which relate to expatriate managers satisfaction. The article discusses these results and proffers strategies to enhance expatriate satisfaction and to mitigate dissatisfaction.
The key pieces of the career survival and success puzzle
Authors: Simonetti Jack L.
Published: July 2002

Explores the key pieces of today’s career survival and success puzzle. A survey of more then 5,000 managers (both stateside and internationally, and from CEOs to supervisors) was conducted using an open‐ended questionnaire. Managers were asked to list what factors they had found in their careers to be the keys to their career survival and success. This list was then compiled and analyzed. It was found that 20 factors were the most often mentioned factors for career survival and success. This list was then again sent to managers and yielded ten factors as being the key pieces of the career survival and success puzzle. Discusses these ten key pieces to the career survival and success puzzle and suggests that in today’s competitive global environment it is important that they be properly integrated together, to give managers their best opportunity career‐wise to survive and succeed.
The changing nature of graduate careers
Authors: Stewart Jim , Knowles Vanessa
Published: July 2002

The first of a series of three articles examining the role of higher education in preparing graduates for “self‐managing” their careers, with particular reference to small to medium‐sized enterprises (SMEs) as potential employers. Examines key trends in the graduate labour market, including the increasing numbers entering higher education (HE) and the possible consequences for graduate careers. Explores actual and potential responses by HE institutions and related implications for the curriculum of undergraduate programmes. Provides a brief review of career theory. This leads to presentation of a conceptual model to inform the notion of “self‐managed careers”, and examines associated knowledge and skills required for application of the model in practice. Prepares the ground for reporting the results of empirical research in the second article in the series.
Training in community policing
Authors: Palmiotto Michael J. , Birzer Michael L. , Prabha Unnithan N.
Published: July 2002

The widespread acceptance of community policing necessitates the need for training of recruits into its philosophy and practices. We provide a suggested curriculum for such training after describing its three basic premises. This is followed by discussions of the rationale for the curriculum, and a promising training method that can be used in its implementation. All of the above are summarized in our conclusion.
Suicide by police: a proposed typology of law enforcement officer‐assisted suicide
Authors: Homant Robert J. , Kennedy Daniel B.
Published: July 2002

A typology of suicide by police was created by separating 143 such incidents from a database of 174 police shooting incidents. The 143 incidents were found to consist of three main categories: Direct Confrontations, in which suicidal subjects instigated attacks on police, Disturbed Interventions, in which potentially suicidal subjects took advantage of police intervention, and Criminal Interventions, in which subjects preferred death to submission. These three categories were then subdivided into nine types. Two judges obtained a reliability coefficient of 0.87 for distinguishing suicide by cop, and 0.58 for placement into the nine types. Meaningful distinctions among the types were found on three variables: subject age, real danger, and lethality.
Policing entertainment districts
Authors: Berkley Blair J. , Thayer John R.
Published: July 2002

Entertainment is now the largest trend in retailing and urban redevelopment, and is credited with revitalizing many downtowns. Consequently, many other cities are attempting to replicate this success by developing pedestrian‐oriented entertainment districts consisting of movie theaters, nightclubs, bars, restaurants, and retail shopping. This paper summarizes the results of 30 police‐manager interviews and a nationwide survey used to identify entertainment‐district features that create problems and demands for police resources, and effective strategies and tactics for policing entertainment districts. The most effective policing is done at the district planning and design stage by engineering out features that cause problems. Good entertainment‐district policing then requires continuous training and education of business managers and private security personnel. Finally, night‐time district patrol requires a multi‐prong effort to pre‐empt problems and assure public safety.
Learning strategies of selected urban police related to community policing
Authors: Birzer Michael L. , Nolan Robert E.
Published: July 2002

The purpose of this case study was to investigate the learning strategies of police officers. Participants were 80 police officers serving in a Midwestern police agency. Of these, 49 were assigned to patrol duties and 31 were assigned to community oriented policing duties. Each participant completed the “Assessing the Learning Strategies of Adults” (ATLAS) instrument. When individual variables were examined in describing learning strategies among police officers, no significant differences were found using both chi‐square and a one‐way ANOVA. A multivariate discriminant analysis produced a recognizable discriminant function, and three variables met the criteria to be included in the interpretation of the meaning of the discriminant function. Predominately, male police officers prescribed to the learning strategy traits that are desired in community oriented policing. Police officers who ascribed to the learning strategies which are more congruent with traditional policing were slightly younger than the officers who ascribed to the learning strategy appropriate for community policing. Furthermore, more females in this study ascribed to learning strategies more related to traditional policing.
Encounter and death
Authors: Godwin Maurice , Canter David
Published: July 2002

The locations at which each of 54 US serial killers, who had each killed at least ten people, first encountered their victims (PFE) and later dumped their bodies (BD) were examined in relation to the residence of the offender in order to test three hypotheses: the home tended to be a geographical focus for the crimes; the PFE is more a part of the offender’s daily activities than the BD; and over time the PFE and BD both become incorporated into the offender’s lifestyle. Uses smallest space analysis (SSA) and t‐tests to support all three hypotheses. The home is the center of a two‐dimensional SSA plot. The overall mean distance from home to PFE was 1.46 miles and to BD 14.3 miles. Further, while the means of these distances were significantly different for the first eight offenses they were not for the last two. Discusses implications of these results for police investigations.
Police decertification: changing patterns among the states, 1985‐1995
Authors: Puro Steven , Goldman Roger , Smith William C.
Published: July 2002

Traditional remedies for police misconduct, such as exclusion of evidence illegally seized from the defendant’s trial, permit the offending officer to remain in law enforcement. In most other professions, removal of the license or certificate of the offending professional has been a traditional remedy for serious misconduct. “Decertification” of peace officers is a relatively recent phenomenon. Presents an analysis of changing dimensions of decertification authority among states from 1985 to 1995. National patterns indicated a substantial strengthening of decertification authority and decertification practices among states. The largest movement of states was into the broad revocation category and a majority of states were found to have such authority. Finds that innovative decertification practices concerning departmental reporting requirements about police officers’ conduct to a state board and qualified immunity for police chiefs’ “good faith” reporting about employees alter relationships between local agencies and state boards. Demonstrates that police officer decertification is a national movement.
The political ecology of police reform
Authors: Russell Gregory D.
Published: July 2002

Recent events of police misconduct and corruption produced widespread calls for law enforcement reform. Reformers apply one of four models, each of which predicts successful reform, exclusive of other models. Each model requires substantial theoretical elaboration in order to permit rigorous testing of model effectiveness. Offers model elaboration and predicts that the models will be more effective to the extent that they operate interactively.
The content of community policing: a comparison of the daily activities of community and “beat” officers
Authors: Frank James , Brandl Steven G. , Cory Watkins R.
Published: July 2002

States that proponents of community policing contend that implementation of this strategy should substantially change the nature of police work. Unfortunately, there remains only limited knowledge about what community policing officers actually do, and in fact, many researchers suggest that community policing is merely a new name for traditional forms of policing. Using observational data collected in a medium sized municipal police department, examines the work of community officers and compares it to the work of traditional “beat” officers. Discusses the activities of community officers in light of existing literature which has examined the workload of police officers.
The utility of the oral interview board in selecting police academy admissions
Authors: Doerner William G.
Published: July 2002

The oral board interview is a common personnel assessment practice in law enforcement. While on the surface this procedure may appear suitable, there is some literature questioning its utility. Presents a study which uses data from admission interviews of police academy recruits to determine the effectiveness of this selection procedure. Although the results question the reliability of this technique, there are some distinctions between academy students who survived the oral board process and recruits who were exempt from this procedure. However, the empirical evidence compiled to date suggests that the oral board is a fallible practice that has outlasted its usefulness.
Individual value preferences among American police officers
Authors: Zhao Jihong , He Ni , Lovrich Nicholas P.
Published: July 2002

This paper examines the value orientation of American police officers in a major municipal police department. Relying primarily on survey data, the aim of this paper is to utilize Milton Rokeach’s theory of human values to investigate the following three issues: What are the value orientations of police officers today? Have such value orientations among police officers changed over time? Is there a consensus on values among officers? The primary findings of this paper strongly suggest that value orientations among American police officers have remained relatively stable over recent decades. Moreover, there is a high degree of consensus on value priorities among police officers across years of service, level of education and gender.
Policing with the Ottawa shift system: a British experience
Authors: Richbell Suzanne , Simpson Mike , Sykes Geoff M.H. , Meegan Simon
Published: July 2002

This paper takes an international perspective and reports the results of a trial of the Canadian (Ottawa) shift system within a UK police force. Primary data were collected via group interviews followed by a questionnaire survey. Secondary data were available from internal reports and performance measures. Officer welfare and morale were investigated and found to be greatly improved. Performance indicators, including arrest rates, also improved although it was not possible to establish a direct causal link with the introduction of Ottawa. A number of operational problems associated with the Ottawa system in the UK are identified and reviewed.
Victim‐precipitated homicide: police use of deadly force in British Columbia
Authors: Parent Richard B. , Verdun‐Jones Simon
Published: July 2002

This study examines the underlying reasons for the police use of deadly force and potential deadly force, in the Province of British Columbia, Canada, during the period 1980‐94. Within this context, interactional violence and the phenomenon of victim‐precipitated homicide are examined in relation to the police use of deadly force. This study analyzes 58 separate documented incidents in which municipal and Royal Canadian Mounted Police officers, within the Province of British Columbia, have been confronted by a potentially lethal threat. In 27 of these incidents, the police responded by discharging their firearms and killing a total of 28 people. The remaining 31 cases that were examined reflect incidents in which the police responded with less‐lethal force. Through the examination of police investigations, verdict‐at‐coroner’s‐inquest reports, BC Police Commission data and interviews with police officers, this study reveals that, in roughly half of the cases examined (N = 28), the police reacted to a potentially lethal threat of victim‐precipitated homicide. These are incidents in which despondent individuals suffering from suicidal tendencies, mental illness, or extreme substance abuse, acted in a calculated and deliberate manner so as to force the police to use potential or deadly force. The study recommends that police personnel within the Province of British Columbia should be given further alternatives to the standard‐issue firearm, when responding to potentially lethal threats. Non‐lethal tools of compliance should be made readily available to the operational police officer with a view to providing alternatives to the traditional use of deadly force. In addition, the training of police personnel should emphasize non‐violent strategies in dealing with irrational individuals who are suicidal, mentally disordered and/or intoxicated.
Police perceptions of domestic violence: the nexus of victim, perpetrator, event, self and law
Authors: Sinden Peter G. , Joyce Stephens B.
Published: July 2002

Whether they are research summaries or state of affairs pieces, existing commentaries are critical of police response to domestic violence calls. Charged with leisurely response times, being reluctant to make an arrest, devaluing victims, siding with batterers, or subverting new policies, the police are depicted as part of the problem rather than as part of the solution. Interviews with working police officers and their chiefs suggest this view is at odds with police perceptions of domestic violence. This paper describes a police “voice” about domestic violence through an analysis of intensive interview responses by 21 patrol officers and six police chiefs in departments located in a rural county in New York State. The data suggest police definitions of the domestic violence situation are developed from the nexus of separate views they have of “victim”, “perpetrator”, “event”, “self”, and the “law.” These views are described and implications for policy implementation are discussed.
Race, expectations and evaluations of police performance
Authors: Stroshine Chandek Meghan
Published: July 2002

The purpose of the current study is two‐fold. First, using data obtained from a sample of crime victims (n = 122), this study empirically assesses the effect that police officer race has on evaluations of the police. Second, this study provides a greater specification of the effect that expectations regarding police performance have on evaluations of the police. ANOVA and Ordered Probit analyses indicate that police officer race does not influence victim evaluations of police performance. However, expectations do significantly influence evaluations of the police and furthermore, expectations of police performance differ across racial lines. Possible explanations for these findings and directions for future research are offered.
Impact of downsizing on employees of community health‐care service organizations
Authors: Bediako Solomon
Published: July 2002

This study was designed to determine the impact of downsizing on the quality of work life for the nursing staff of community health‐care service organizations. Its objectives were to: identify the perceived impact of downsizing on the quality of their work life; determine the implications; and make recommendations on how to minimize or eliminate the negative impact and maximize the positive aspects. Analysis of the qualitative data indicated that there was a significant negative impact on the quality of the staff’s work life. Further analysis of comparative data revealed that the negative impact on work life was mitigated, as staff assumed responsibility for their professional development and career path. Although the adverse effect of downsizing was strongly supported in this study, there were also indications that its lasting impact was questionable. Evidence surfaced indicating that, after downsizing, additional benefits were derived, which enhance staff’s quality of life and the organizational climate.
A successful and necessary evolution to shared leadership: a hospital’s story
Authors: Merkens Barbara J. , Spencer James S.
Published: July 2002

The success and adaptability of healthcare organizations will depend more and more on their ability to draw on the capabilities of their people. Tillsonburg District Memorial Hospital, a rural Ontario hospital, has evolved an organization and culture based on shared leadership and decision‐making responsibility. Today this extends to front‐line teams. This did not come about, however, without continuous effort. Successful transition takes preparation, guidance, much thought, commitment and patience.
Community support for families: the Huron County approach to a long‐term care issue
Authors: Gray John J.
Published: July 2002

This article profiles a pilot project in Huron County, Ontario, which merged two separate government‐sponsored programs that provide support to families with disabled children into a single program delivered through a community agency. After almost ten years in operation, the program is working very well, but certain adjustments are necessary to keep the program running smoothly.
Implications of health promotion for integrated health systems
Authors: Birse Elizabeth , Rootman Irving
Published: July 2002

Summarizes key conclusions and recommendations found in the Centre for Health Promotion’s position paper on the role of health promotion within integrated health systems. The original position paper was based on advice received from a working group of organizations and practitioners interested in health promotion. This group was established to formulate recommendations for the government of the province of Ontario, which was in the process of reforming its system of health care delivery.
Modelling the virtual university
Authors: Teare Richard
Published: July 2002

In establishing an Enterprise School of Management (ESM), an organization needs to utilize its own learning resources and “internalize” the structures, processes, experience and knowledge needed to run its own virtual university (VU) in partnership with the University of Action Learning and other educational and training providers. The aim here is to model the “critical path” in terms of the stages of internalization and key activities involved.
An exploratory look at the use of importance‐performance analysis as a curricular assessment tool in a school of business
Authors: Nale Robert D. , Rauch Dennis A. , Wathen Samuel A. , Barr Peter B.
Published: July 2002

Assessing educational outcomes has been an ongoing activity for higher education over the past several years. This concern is important for business educators as well. Regardless of any problems institutions have experienced, there is definitely a need to continue for many reasons: e.g., mandates by state legislatures, accreditation bodies and others, and its potential as an input into strategic planning. Thus far, assessment activities have consisted of a proliferation of methodologies ranging from student portfolio analysis to standardized testing. This paper specifically examines the use of importance‐performance analysis for an evaluation of the business core curriculum, as well as some differences among major areas of study, at two distinct points in time.
Establishing a methodology for appraising the strategic potential of the corporate university
Authors: Dealtry Richard
Published: July 2002

Explores the potential and organisational implications of integrated business‐led learning on achieving strategic fit. Considers the consequences of these changes on the design and management of corporate universities. Finally, it puts forward a comprehensive management decision model as the basis for the objective examination of differences between corporate universities in a planned series of real time case studies.
Learning potentials and limitations under globalisation in aged care workplaces
Authors: Somerville Margaret
Published: July 2002

This paper is guided by the question “How do the generalised findings from a gender analysis of workplace learning translate to understanding learning in an aged care workplace?” The method is to analyse the research data in terms of a gender analysis of workplace learning literature. The findings represent a map of potentials and limitations for workplace learning under conditions of globalisation in an aged care organisation. These findings will be used to facilitate development of workplace learning and to suggest directions for further research.
Action learning: an afterthought
Authors: Weinstein Krystyna
Published: July 2002

Suggests that action learning is made up of three important elements: an underpinning philosophy, two end‐products, and specific procedures. If any of these is missing, what is undertaken is not, strictly speaking, action learning, and leaves participants, and the programme, short‐changed.
Designing a quality action learning process for managers
Authors: Ainslie Molly , Wills Gordon
Published: July 2002

Describes the evolution of an Internet‐driven dynamic quality assurance system for action learning programmes across the world. It replaced a relatively inefficient paper‐based process and was preceded initially by Bulletin Board/ electronic data interchange procedures. Its success was imperative for a global Business School to comprehend how Sets were proceeding while avoiding “controlling” processes that contradict the action learning paradigm. This was further reinforced in the joint venture between International Management Centres and the University of Surrey, as both were required to meet quality assurance monitoring requirements of disparate agencies globally. When the procedures gained ISO 9002‐accredited status, there was an upsurge in concern to improve further the patterns of Faculty induction and continuous training and development for their facilitation skills through Faculty development scholarships and delivery effectiveness workshops. The approach is now operative for North America, Africa, Asia Pacific, Australasia and Europe.
Bosses and pet peeves
Authors: Knippen Jay T. , Green Thad B.
Published: July 2002

Posits that everyone has certain habits and preferences (pet peeves) for coping in today’s world, Bosses too! Recognizing and identifying your boss’s pet peeves is essential to developing a strategy to satisfy the boss’s desire while keeping your sanity.
Continuous personal improvement
Authors: Emiliani M.L.
Published: July 2002

Many manufacturers are now critically evaluating every activity and process for its effectiveness in bringing maximum value to the customer. Intuitive factory management techniques of yesterday are being replaced by much simpler, often counter‐intuitive, methods that greatly minimize delays, reduce costs, and improve quality. This body of knowledge and practice is broadly known as “world‐class manufacturing” or “lean manufacturing”, and encompasses well‐defined continuous improvement tools such as kaizen, cellular manufacturing, pull systems, total productive maintenance, and visual factory. However, success with lean manufacturng can be limited unless it is recognized that the behaviour of employees must change concurrently with changes in business processes. The author describes the applicability of well‐defined continuous improvement tools to the continuous improvement of one’s self. The model serves as a foundation for those familiar with world‐class manufacturing methods to focus on self‐improvement efforts. Further, this model is useful as a mnemonic device to simplify the difficult task of personal development, as well as ensure consistency between business processes and group or individual behaviour.
New developments concerning negligent hiring
Authors: Tiangco Elbert O. , Kleiner Brian H.
Published: July 2002

Workplace violence has become a national issue in recent years. Statistics have shown an alarming trend of workers injuring or killing other workers. Amid this chaos, a new legal concept is emerging called “negligent hiring”. This law requires employers to thoroughly investigate the background of job applicants to determine if candidates have propensity for violence. Employers are negligent if they fail to follow this requirement. Nevertheless, as a law, negligent hiring is flawed. In substance, it is vague and broad, and in application, it lacks the flexibility to adopt into dynamic of the employment market. Compounding this deficiency are the judges’ lack of concern for the unintended impact of their rulings. These two problems could mean that the law of negligent hiring itself could become a public issue if not addressed by the courts in the near future.
Is your boss bypassing you?
Authors: Knippen Jay T. , Green Thad B.
Published: July 2002

Discusses the frustrating situation of the boss telling your employees what to do without informing you. Suggests various strategies to deal with this: being prepared to ask; presenting your case; requesting that no more bypassing occurs; giving positive reinforcement; and follow‐ups.
Measuring motivation in a learning organization
Authors: Osteraker Maria C.
Published: July 2002

Motivation constitutes a central element when going through the process of human learning. If the organization does not possess the ability to motivate its employees, the knowledge within the organization is not practically used to a maximum. Therefore, it becomes the aim of every successful learning organization to find the factors that enable it to motivate its employees to continuous learning and to take advantage of this knowledge to ensure its living. Many motivational theories have been constructed to find these motivational factors, but the values of the employees in the specific organization are seldom included in the theories. Since a suitable combination of motivational factors only can be created through an understanding of the values in the measured object (i.e. employees), this can be seen as a risk for validity problems in the measuring instrument. A closer survey of the measured object, where such factors as society, organizational culture and personality of the employee are taken into account, is required. To respond to this requirement a dynamic model for the application of existing motivational theories based on needs is created in this article. In the model the shortcomings, which result from an often non‐existing dialogue between the examiner and the examined, are removed.
Clarifying communication
Authors: Knippen Jay T. , Green Thad B.
Published: July 2002

The Internet, since its commercialisation, has expanded with tremendous rapidity. This development has been still further assisted by the creation of the World Wide Web, which has caught the imagination of users around the world. As the marketing and provision of goods and services over the Web continues to grow, the missing factor appears to be a well‐accepted and well‐trusted method of paying for these products and services. This paper discusses the problem of internet payment systems (IPS) and reports the results of a research project which attempts to identify and classify effectiveness criteria for IPS. The project was undertaken by means of a Delphi survey of experts in IPS usage and classified types of IPS providers, as well as the factors which each group considers most important. This information was used in the development of our set of IPS effectiveness criteria.
From learning organisation to knowledge entrepreneur
Authors: Rowley Jennifer
Published: July 2002

Establishes the clear link between learning and knowledge, and proposes a simple model, which makes this relationship explicit. A range of definitions of the learning organisation are drawn from the literature. Much of this literature makes little reference to that which is being learned although those authors who have introduced the concepts of the learning laboratory, the knowledge creating organisation and the knowing organisation acknowledge the significance of knowledge in organisational development and learning. Other perspectives on the organisational processes associated with knowledge come from the recent literature on knowledge management. It is argued that indiscriminate knowledge creation will not lead to organisational learning, and that knowledge is not something that can be viewed as a neutral tool in the learning process. A number of characteristics of knowledge need to be recognised, and accommodated in learning processes and knowledge management. Finally, the concept of a knowledge entrepreneur is proposed.