bluuebunny/crossref_metadata_2025 huggingface dataset:
The Kanitz Act Proposal
Authors: Backhaus Jürgen G.
Published: July 2002

Understanding chances of reforming the common agricultural policy (CAP) of the European Union, for instance, requires an appreciation of its intellectual roots. Seeking such an understanding is the purpose of this article, which has the following structure. Next to this introduction and the conclusions at the end, there are three parts. Part I details what an economist may want to know about Count von Kanitz and the context of his political and intellectual work. Part II explains the proposal first by staying close to its original verbiage, then, however, by translating this proposal into modern micro‐economic and public finance analytical terms. Part III gives an account of the scholarly literature on the proposal. The only piece of theoretical and practical relevance is found to be Gustav (von) Schmoller’s article of 1895: this article is briefly summarized and appreciated as being a classic piece in agricultural political economy.
Autumn shows roundup
Authors: Bloss Richard
Published: July 2002

A report on three major American automation shows where innovative products and automated assembly technologies formed a focus. Products reviewed include grippers, actuators, assembly modules, dispensing controller and pneumatic components from a number of suppliers.
Managing development in an era of radical change: evolving a relational perspective
Authors: Doyle Mike
Published: July 2002

Despite an apparent increase in investment and commitment over the last ten years, more recent studies now give grounds for reservations about overall ability of management development to meet the challenges of radical change and fulfil its strategic potential. Argues that the constraints imposed by a complex array of contextual influences emanating from an increasingly turbulent organisational system pose risks to investment and commitment in development. Unless these influences can be managed effectively, management development may start to lag behind or fall out of synchronisation with the needs and demands of managers and their employing organisations. Examines the case for a shift towards a more situated and contextual view of management development where the complex dynamics induced by radical change are considered and managed alongside or even ahead of development strategies and approaches. Posits a framework for a more relational approach and explores some of the issues this raises.
Comparative management practices and training
Authors: Liu Jonathan , Mackinnon Alex
Published: July 2002

This article seeks to highlight the realities, myths and polarisation of western and Chinese management styles. The article establishes the need to develop an understanding of the underpinning culture and traditions which differentiate management styles. The article provides personal examples of the authors’ experience in straddling the cultural boundary of West and East. The article further advocates a model for establishing the training needs of western and Chinese managers in preparing them to deal with China’s entry into the World Trade Organisation. Internal disparity in China and Europe is briefly highlighted and the article suggests the need to focus on the potential for comparison in cross‐cultural negotiations and management. The article proposes a guiding principals model, which has been developed using three dimensions: “sense of belonging”, “culture and religion” and “management analysis and language”.
From loose groups to effective teams
Authors: Sheard A.G. , Kakabadse A.P.
Published: July 2002

In this article a framework is developed, and validated, that provides an insight into the critical issues associated with the transformation of a loose group into an effective team. In this context, a loose group is defined as a number of individuals brought together to achieve a task, but with no further development undertaken. An effective team, by contrast, is one in which development of a supportive social structure has occurred, with each individual adapting his behaviour to optimise his personal contribution to the team. The insight gained has enabled the authors to identify those issues that limit the speed with which an effective team forms. This in turn has enabled specific recommendations to be made that will help effective teams to form in the minimum time. In the current research program the organisation studied was a multinational engineering company, engaged in the design, development and manufacture of rotating turbomachinery.
Leadership and trust facilitating cross‐functional team success
Authors: Simsarian Webber Sheila
Published: July 2002

Cross‐functional teams (CFTs) have increased in use within a variety of organizations. While these teams claim to enhance organizational effectiveness, research has seen mixed results. This paper examines the challenges faced by CFTs and why these challenges facilitate the need for the development of a team climate for trust. Trust is discussed as a team‐level construct, an aspect of the “micro‐climate” that occurs within a team. Leadership actions particularly important to cross‐functional teams and the development of trust are offered as influential in creating a team climate for trust in cross‐functional teams.
Team effectiveness – development of an audit questionnaire
Authors: Bateman Billy , Colin Wilson F. , Bingham David
Published: July 2002

Much has been said and written about the importance of teams to the success of organisations and emphasis has been given to the benefits of team‐building activities to achieving both team and organisational effectiveness. Describes attempts to move beyond team building and to link organisational development to team effectiveness in a coherent way. In order to achieve this goal, a team effectiveness audit tool has been devised which is based on individual self‐assessment. The audit tool focuses on six domains considered to be important in effective teams. The self‐report audit tool has now been used by over 140 teams across a range of public‐sector organisations and this has enabled a significant database to be built up. This provides a large normative data set against which individual team performance can be gauged. Focuses on data derived from 37 teams within an integrated acute and community health and social services (HSS) trust. Overall the team effectiveness audit tool has been well received and has proven to be an effective mechanism of linking individual and team performance with organisational‐management objectives.
Training Central and Eastern European Managers: The Hungarian Experience
Authors: Clement Ronald W. , Payne William F. , Brockway Gary R.
Published: July 2002

Looks at the collapse, in 1989, of Communism in Central and Eastern
Europe and the opportunities and problems which were [are] occurring.
Discusses how the managers in these areas are learning (with assistance)
how to manage their companies in Hungary in particular. Sees how
cultural barriers can be overcome and looks at the complications for
universities and training organizations.
Corporate America′s Quest for an Ideal MBA
Authors: Neelankavil James P.
Published: July 2002

Identifies problems facing MBA programmes, the type of executives sought
by businesses, and the roles academic and business institutions need to
play in developing the next generation of managers. Views MBA programmes
through an input‐output model with the quality of the output (MBAs) a
function of the quality of the input and the efficiency of the process
and reveals the problems in business education. To raise the quality of
MBAs, schools need to cover material relevant to client firms, to
incorporate new materials into existing courses that stress written and
oral communication. States that faculty and executives should forge
links to evaluate graduates and update classroom material and states
faculty should be encouraged to undertake business internships.
Corporations have an additional role, they must identify MBAs with
potential for senior level management and train them, focusing on
leadership negotiating skills, and long‐term planning.
Re‐inventing Management Development
Authors: Beddowes Peter L.
Published: July 2002

Management development is facing the same types of need for radical
change as their clients – organizations, and practising and future
managers. While Business School Faculty find it easy to advise others it
is interesting to observe the extent to which they are able to practise
what they preach. Presents an overview of the challenges facing
management development providers and suggests the attitudes, approaches,
skills, resources that will be needed by “learning centres” of the
future.
Shifting the management development paradigm for women
Authors: Betters‐Reed Bonita L. , Moore Lynda L.
Published: July 2002

Proposes that women will not make significant advances in American
businesses unless the focus shifts from a preoccupation on gender
awareness to one of multicultural awareness. Discusses the whitewash
dilemma and dominant assumptions about women in management to help
explain the current management development paradigm that fails to
recognize diversity among women. Makes a case for increasing
organizational education about racial and gender similarities and
differences which are crucial for establishing a successful
multicultural organization where a new, all‐inclusive paradigm can
prevail and the voices of all women can be heard. An analysis and
critique of the women in management field precedes by an emerging model
of individual and organizational stages of awareness. Finally proposes
recommendations for interventions to shift existing management
development practices towards the new paradigm.
Management studies at Oxford
Authors: Snow Peter
Published: July 2002

Describes the history of the development of management studies at
Oxford University, including executive education, company progress and
university degree courses, and outlines plans for the future.
Inter Cultural Management associates, ICM
Authors: Gancel Charles
Published: July 2002

Internationalization is a key component to success for companies
today. It opens new markets and allows for the exchange of new
technologies, skills and expertise. With this comes increased
competition, and managers must add new skills to maintain excellence in
the international markets. Describes some of the training programmes and
services developed by Inter Cultural Management associates (ICM), and
outlines skills in the form of modules.
A review of open and distance learning within management development
Authors: Davis Hayley J.
Published: July 2002

Surveys and evaluates the existing literature on open and distance learning, with particular emphasis on the management development field. Aspects of open learning terminology are clarified by reference to previous literature and by a diagrammatic synthesis of the different terms and concepts. Explores and summarizes in diagrammatic format the relationship of open learning and management development. A discussion of the existing models and frameworks supports the findings that there is a gap in the literature between what is happening in the market and what is represented in the literature. Argues in conclusion that there is a need for a market‐driven multiple stakeholders model of open learning in management development which would help to explain the interactions of the various different and competing actors. Such a model would help to explain the questions over the future direction of open learning in management development and would go some way to explaining more fully the phenomenon of open learning which is still not fully understood because of its continually developing nature.
A counsellor role for developing bank branch managers: experiences in a developing country
Authors: Das T.K.
Published: July 2002

Discusses the experience of a large bank in a developing country when the bank introduced a counsellor role to improve the managerial capabilities of its growing body of relatively junior and inexperienced branch managers. Explains how this new counsellor position was designed with the specific objective of avoiding additional managerial levels which would otherwise be necessary for exercising close administrative control over branches run by ill‐equipped managers. Contends that an assessment of the bank’s experience yields useful insights for the development of managers in the context of comprehensive organizational transformation, involving changes to administrative culture in an existing hierarchical structure, particularly as they related to role appreciation and hunger for authority.
Total quality management and its impact on middle managers and front‐line workers
Authors: Lam Simon S.K.
Published: July 2002

Reports on a survey of 67 middle managers and 174 front‐line workers, conducted in Hong Kong, which aimed to investigate the perceived impact of total quality management (TQM) programmes on job satisfaction. Both middle managers and front‐line workers considered that the TQM programme had led to a variety of changes that made their jobs more demanding, gave them more responsibility but less job autonomy. TQM programmes did not make their jobs more interesting and they did not perceive any great change in salary, job security or promotion opportunities. However, middle managers perceived more changes than front‐line workers in terms of working relationships with employees, job responsibility and participation in decision making. Employees with different length of service in an organization were found to differ significantly in terms of perceptions of the impact of TQM on their jobs. New employees perceived less change when compared with employees with longer working experience in an organization.
Reinventing civil servants: Public management development and education to meet the managerialist challenge in Australia
Authors: Dixon John
Published: July 2002

Australia began a comprehensive process of federal civil service reform in the 1970s, culminating in the introduction of a set of ambitious administrative reforms in the 1980s. Faced with the challenges of reform implementation, the traditional approach to public management development in the Australian Public Service (APS) was found wanting. By the end of the 1980s it was broadly accepted within the APS that the correct management development path to follow involved the articulation of management competences. The next challenge was to determine how best to inculcate these desired competences. Public management education emerged as one strategy. By placing emphasis on civil servants’ management competences, however, public management education compounds the risk that civil servants may become less able, even less willing, to understand and address the complexities of the regulatory and accountability regimes, and the ethical challenges created by the juxtaposition of administrative power with ambiguity, complexity and indeterminacy. All of these affect, if not govern, the way they must manage.
Senior managers’ effectiveness: the case of the steel industry in Iran
Authors: Labbaf Hassan , Analoui Farhad , Cusworth John W.
Published: July 2002

Three categories of managerial skills are described as essential for effectiveness of senior managers: task, people and analytical and self‐development skills. Argues that managers at the lower level of the hierarchy value task‐related skills whereas self‐development and people‐ related skills are perceived as essential by the top management team. Suggests that although the above categories of managerial skills are somewhat broadly grouped in the literature there may exist distinct meaningful patterns of interrelationships among them which have several implications for the effective management training and development of senior managers.
MBA education in Japan
Authors: Ishida Hideo
Published: July 2002

Keio University has been in the vanguard of adult business education since 1956 when it introduced American management techniques into Japan by initiating the annual one‐week “Keio‐Harvard advanced management programme” for top businessmen in Japan. But it was not until 1978 that Keio Business School (KBS) began to offer the MBA programme, a two year full‐time course heavily influenced by the style of business education at Harvard. It remained the only educational institution in Japan to offer an accredited postgraduate business education qualification until the late 1980s. With a recent government reform in postgraduate education, however, it faces competition from both emerging part‐time and one‐year full‐time MBA courses at other universities in Japan, as well as from overseas MBA programmes. Reports on the results of two surveys carried out among its alumni which show that, while the graduates’ support for the existing programme is overwhelming, they also point out the danger of complacency and rigidity which the School needs to overcome in adapting to the changing needs of the business community.
Leading for learning: organizational transformation and the formation of leaders
Authors: Gronn Peter
Published: July 2002

With the recent emergence of organizational and systemic restructuring in Anglo‐American societies, leadership and the search for prospective leaders has taken on new significance. Focuses on leader development and defines the nurturing of leaders as leader formation. Doubt is cast on the efficacy of currently popular leader models, such as transformational leadership, which purport to facilitate and enhance organizational learning. Instead, if leaders are to promote learning, recognition of a shift in focus in leadership studies towards constructivism and contextualism is required. Documents and illustrates these trends by a historical instance of institutionalized leader formation: the English public school tradition of gifted amateur, gentlemanly power. Draws the implications of the case for instrumental approaches to leadership, organizational learning and programmes of management development.
Developing expatriates’ cross‐cultural sensitivity: cultures where “your culture’s OK” is really not OK
Authors: Rodrigues Carl A.
Published: July 2002

Different societies hold different views. Thus, a managerial style that works in one culture will not necessarily work in another, and adaptations must be made accordingly. For example, a system that rewards individual efforts (or group efforts) might be quite acceptable in some cultures, but resented in others. This suggests that prospective cross‐cultural managers need to develop sensitivity to the cultural ways of the society where they will be managing; they need to develop a “my culture’s OK, your culture’s OK” frame of reference. But, proposes that the other’s culture is not really OK if it does not support (or it rejects) the organization’s strategies, goals, and objectives. Describes those cultures which might be supportive (“really OK” culture) and those which might not (“really not OK” cultures). Concludes that expatriate managers in “really not OK” cultures need to identify and implement programmes necessary to change the culture to “really OK”.
Smashing into the glass ceiling for women managers
Authors: Veale Camilla , Gold Jeff
Published: July 2002

Examines the subject of the glass ceiling for women managers and empirical research within a Metropolitan District Council. Looks at the causes of, effects of, and solutions to, the glass ceiling for women managers within an organisation in the UK. Concludes that the glass ceiling for women managers is a complex phenomenon. The results of the empirical research show that a glass ceiling for women managers exists within the council. The causes of the glass ceiling are wide ranging including a lack of career counselling and development for women, a lack of management development for women, attitudes of male councillors and managers, the expected role of women in society, conflicts between personal and work life, and the organisational culture within which women work. The effects of the glass ceiling for both the employer and women managers are analysed and solutions to the problem are explored.
Coaching a leader: leveraging change at the top
Authors: Giglio Leo , Diamante Thomas , Urban Julie M.
Published: July 2002

To succeed, organizations must adapt to environmental changes. Executives play a critical leadership role in this process of change. They must be aware of organizational nuances as well as external influences that may impair their interpersonal decision‐making ability. Organizations often provide a coach for executives who are having trouble with change and are in need of more effective leadership strategies. The process of coaching offers a fresh perspective for understanding and affecting organizational processes and individual behavior. A strategic position is taken when the coach gathers information, interacts with the environment, reframes information, and assists the executive in acting on pressing circumstances. The coaching process is a critical aspect of organizational development. Coaching helps the executive focus on objectives, develops resiliency, and builds interpersonal savvy. This article explores the key elements of effective coaching, a surprisingly overlooked aspect of organizational change. Steps are outlined in the coaching process and examples are given on how the process works. A case is made for executive coaching as important leverage for organizational transformation.
Chinese entrepreneurship: a study in Singapore
Authors: Lee Jean , Chan Javihn
Published: July 2002

This study develops a profile of the second generation of Chinese entrepreneurs in Singapore. It analyzes their personal characteristics and examines their motivations to start a business. In‐depth interviews and content analysis were conducted. The motivation factors and key characteristics were clustered and three different groups of entrepreneurs were identified: the “achievers”, the “networkers” and the “hard workers”. Implications of the study are discussed.
Forty things every manager should know about coaching
Authors: Burdett John O.
Published: July 2002

Asserts that coaching is the secret weapon of many successful organizations. Suggests that what is generally lacking in organizations is not the spirit of coaching but the delivery skills to carry through on good intent. Proposes 40 guidelines to coaching to aid this process.
UK business schools and business: activities and interactions
Authors: Twomey Daniel F. , Feuerbach Twomey Rosemarie
Published: July 2002

This paper reports on a comprehensive study of business schools in the UK. Data were obtained from two mail surveys ‐ one of faculty members and the other of deans from all of the UK business schools. Among the factors studied were demographic and institutional characteristics; the time faculty spends on major activities; faculty rewards, competencies and networks; faculty interaction with business; receptivity and support for increased interaction; benefits of increased interaction; characteristics of faculty who do applied research; barriers to applied research; and the role of advisory boards. The results show an internal alignment of activities and rewards for teaching and research, but limited support for applied and collaborative research, and a divergence between the two principal activities ‐ academic research and teaching. Interaction by business school with business appears to be mostly information passing.
The aftermath of downsizing
Authors: Appelbaum Steven H. , Leblanc Manon , Shapiro Barbara T.
Published: July 2002

Describes the impact of ongoing downsizing activities as an established organization attempts to develop a new corporate culture. Objective of this undertaking was to recommend an action plan and feedback loop to assist this complex procedure. An organizational climate survey was developed via a review of the literature utilizing a nonprobability sample design and utilizing an ordinal scale. A questionnaire (N = 30) was developed to explore downsizing practices, compensation, satisfaction and morale in this particular hybrid case and field study. Attention was given to changing culture leadership, communication systems, decision‐making, incentives ‐ satisfaction, gainsharing and the surveyor syndrome. The results indicated that corporate culture was incongruous with employee culture, thus impeding the downsizing process. Recommendations for management to correct this structural and process problem are given in addition to an action plan to implement all variables previously described in the literature and tested in this case study.
Self‐perceived development needs of today’s middle managers
Authors: Klagge Jay
Published: July 2002

The need to develop new skills among middle managers has been increasing since the early 1990s. This need arises from the changes in the workplace environment associated with the realities of downsizing, the quality movement, and the increased use of teams. This article reports on the experience of one downsized, quality‐conscious, team‐based organization in identifying the development needs of its middle managers. The process used by the case study organization to identify the development needs among its middle managers is outlined. This process can be seen as an example of how development needs can be identified. The findings from the identification process within the case study organization present an initial list of development needs among today’s middle managers. Recommendations on training courses for middle management development are proposed. These recommendations provide initial guidance to organizations interested in developing their middle management assets.
A “ROSE +6” architecture for customized, single‐company management development seminars
Authors: Haskins Mark E. , Liedtka Jeanne , Rosenblum John , Weber Jack
Published: July 2002

This article presents a framework for the design, development, and delivery of management development seminars devoted to the building of an organizational core capability. The framework presented is the outcome from a number of actual client engagements. A key element in the framework is the participants’ engagement in the iterative, integrated processes of reflection, observation, synthesis, and exchange.
Professional development of women and the executive MBA
Authors: Hilgert Arnie
Published: July 2002

This study demonstrated that women EMBA graduates experience broadened perspectives. They “think more broadly”, “understand more comprehensively” and report the “life changing” outcomes expected by their sponsoring organizations. The focus was on the development of women managers from specialist perspectives to a more integrated generalist perspective. Personal development, and career development literatures provided the theoretical basis for this study. Data were collected using invited essays, and semi‐structured interviews. Evidence of change appeared in the essays and the interviews. The essays indicated graduates experienced increased confidence, cognitive flexibility, and broadened perspectives. The interviews indicated: greater self‐determination, more flexible approaches to roles, greater value of self and time, more process‐oriented, increased understanding of self and others, the meaning of success was competence, and that competence was valued over political gamesmanship.
Management development in a context of drastic changes
Authors: Vloeberghs Daniel
Published: July 2002

Growing competition and globalisation have led to massive changes in the approaches of traditional management systems and techniques. Often this needs a radically different way of organising activities, recruiting and developing people, and measuring performances and results. In this article, the focus is on the specific challenges of organising management development in a situation of turbulence and drastic change. After a short sketch of the historical context, some current trends and challenges are explored; the role of strategic re‐orientations, the emphasis on the individual, the role of competencies and the significance of demographic changes. In order to see how management development is organised in companies that have seen drastic organisational change, we investigated the most recent approaches of management development in two large Belgian companies. In our conclusion, we stress the importance of fine‐tuning the objectives between individual and organisation in a creative and long‐term‐oriented perspective.
Management development for women academics and administrators
Authors: Monks Kathy , Barker Patricia
Published: July 2002

This article assesses the impact of a specially designed management development course on the lives and careers of women working in universities as academics and administrators. The programme was designed and run by the authors and emerged from a combination of their research interests and their experience and recognition of the problems faced by women in a university setting. The course extends over two days and provides an opportunity for women to consider a variety of work‐related and personal issues, including the barriers they face and the ways in which these barriers might be overcome. These issues are considered in terms of their own personal development and of the responsibility they must take for this development. The course was assessed by both an immediate evaluation and a follow‐up questionnaire.
Weathertightness: A Physicist′s View
Authors: Hughes Marilyn J.
Published: July 2002

Asks the scientist′s standard questions about the weathertightness of
buildings – what are the problems, where and when do they occur, why do
they occur, and how and when can they be overcome. Applies the same
theoretical considerations to remedial measures as to original design.
Factors such as the nature of weather, weathertightness design
principles of the different joint types and their modes of failure, and
limitations of materials are discussed, together with the benefits of
planned maintenance schedules. Concludes with a bibliography of useful
reading. Armed with this information, professionals will be able to make
more cost effective decisions on the choice of remedial measures. Will
be followed by further investigation and diagnosis of weather‐tightness
problems, and the selection of appropriate remedial measures.
Trees and Historic Buildings: Part II
Authors: Catt Richard
Published: July 2002

The second half of an examination of the difficulties that may arise
when protected trees are growing close to historic buildings. Gives
practical advice as to how to resolve the conflict of interests.
Historic Brickwork: Part II
Authors: Lynch Gerard
Published: July 2002

Second part of a perspective of the development of the English brick and
its use since the 15th century. Evaluates the many varying external
influences such as trade links, architectural fashions, industrial
developments and social factors that were invariably under‐pinning the
styles and practices of the brickmaker and bricklayer down the
centuries. Analyses this history in a series of chronological periods,
i.e. 1485‐1603; 1603‐1830 and 1830‐1914. The pattern of study remaining
consistent within each period, that being – what was the significant
socio‐economic and political movement in relation to construction, and
what, if any, part did it play in influencing change in the making and
use of bricks. Looks at how and why brick manufacture and brickwork
were responding, and when within these periods, considering who were the
important figures in these changes and developments. Concludes that the
brickwork, which marks each period, is the result not only of
developments in the brickmaking process and the craft skills of the
bricklayers, but also of foreign influences, social and economic changes
in the country, and the inevitable gradual influence of building
control, through legislation, necessary to ensure safe and sanitary
housing in the urban environment of a major industrial country.
Fire retardancy and fire barriers for thatched roofs
Authors: West Alastair
Published: July 2002

In the British Isles and Ireland each year many thatched roofs are
lost owing to fire. This not only has implications for the safety of the
occupants of the dwelling, but also in many cases hundreds of years of
history disappear in smoke. This inherent risk with thatch leads to
higher insurance premiums. Two new fire retardants designed and tested
for use on thatched buildings have recently been introduced. One is a
water repellent external retardant which can be sprayed directly on to
the surface of the roof, the other is designed for internal use and can
be sprayed on to the internal surface of the thatch and the supporting
timbers.
Evaluating the pilot “rebuilding grant” initiative
Authors: Todd Stephen
Published: July 2002

Reports the results of a study carried out using interviews, household surveys, physical surveys, economic appraisal and observations of agencies’ contacts with residents, to investigate whether rebuilding grants are viable as a complementary approach to urban renewal. Gives a detailed example of how to calculate a rebuilding grant. Concludes that rebuilding grants are a very valuable complement to urban renewal, with very few amendments required.
Current trends in the engineering management of subsidence cases
Authors: Anumba Chimay , Scott Darren
Published: July 2002

Notes that the management of subsidence cases often involves both engineering consultants and contractors. In order to obtain information on current trends in subsidence management, a survey of both consultants and contractors who deal with subsidence cases was undertaken. Presents the findings of the survey which highlight both elements of good practice and areas for improvement. Also reveals inconsistencies in the procedures adopted by different firms as well as differences between the approaches adopted by consultants and contractors. The results of the survey are being incorporated into the development of a knowledge‐based system for the management of subsidence cases.
The development of ground floor constructions: part 1
Authors: Douglas James
Published: July 2002

Explores the development of ground floors in residential buildings. Highlights the lack of detailed studies into this aspect of construction technology. Suggests that a multidisciplinary approach is needed to clarify the chronology and form of ground floors in old buildings. Considers the various types and traces their evolution. Indicates that suspended timber ground floors became more common after the mid‐nineteenth century.
Surveyors acting as expert witnesses
Authors: Murrells Paul
Published: July 2002

From 1 March 1997, chartered surveyors acting as expert witnesses must comply with an RICS Practice Statement and Guidance Notes. Failure to do so may constitute a disciplinary matter. Considers how compliance with the Practice Statement should assist in bringing an earlier resolution of survey claims.
Adapting to clients’ needs in construction – a dialogue
Authors: Smith Jim , Love Peter E.D.
Published: July 2002

The construction industry has faced a period of intense introspection. This has prompted researchers and practitioners to consider what type and structure of construction industry is most appropriate to meet the challenges posed by market driven economies. Client demands are responding more rapidly to changing organisational and market imperatives. Creative and innovative solutions are expected from client analysts, advisers and consultants, from within and outside the construction industry. Previous research conducted in several client organisations at the project initiation (pre‐design) stage indicate that typically a building is not necessarily the only, or best, solution. It is contended that these trends have implications for the nature and workload of the construction industry in developed and developing countries alike. It reviews the past, considers present trends and suggests the effect such directions may have on the procurement of construction facilities.
Fire Legislation – Is It an Unnecessary Burden
Authors: Hirst Bill
Published: July 2002

Argues for the introduction of better fire standards as a response to
the withdrawal of The Fire Precautions (Places of Work) Regulations
1992 which were due to come into effect in January of this year.
Proposes that introducing better standards offers many benefits and
would not be as expensive as the Government supposed. Concludes that in
fact the benefits, such as improved fire safety, reduced insurance
premiums etc., should outweigh the costs.
The IAQ challenge to facility management: healthy buildings through
affordable indoor air quality programmes
Authors: Hansen Wayne
Published: July 2002

Lists proposed regulations for governing indoor air quality (IAQ)
in the USA. Outlines various health problems caused by IAQ, making a
distinction between building‐related illness and sick building syndrome.
Discusses factors which affect IAQ.
Productivity paradox: worksettings for knowledge work
Authors: Kaplan Audrey , Aronoff Stan
Published: July 2002

Looks at why investment in the work environment is important to the success of investment in information technology. Begins by looking at the history of the use of computers in the office environment, detailing in particular how the introduction of computers has altered office practices. Goes on to discuss the productivity paradox of knowledge workers, that is the ways in which management of the office environment enables productivity to increase.
Understanding the options for cabling and networking
Authors: Keogh Peter M.
Published: July 2002

Over recent years the concept of structured cabling has become well established and is now being challenged by the requirements of the intelligent building. An intelligent building is one in which the building fabric, space, services and information systems can respond efficiently to the initial and changing demands of the owner, the occupier and the environment. A structured and holistic approach must be used to minimize the cost of ownership and to ensure that the building most aptly meets the needs of the company. Looks at the role of networked systems and cable systems in buildings and identifies the principal characteristics required of them. Discusses some of the latest thinking regarding the integration of these networks and shows a practical arrangement that will achieve this. Also discusses, with examples, the impact that communications infrastructures can have on the usability of a building.
A model process for planning the integrated workplace
Authors: Heath Paul , Shay Castro Denise , O’Neal Nancy
Published: July 2002

Proposes a model for structuring and integrating the multiple dimensions of the workplace. Discusses the application of the model with respect to the renewal of the Hewlett‐Packard headquarters building. Concludes with a series of points to be considered which cover the needs of the total working community.
Component labelling and passive building intelligence
Authors: Finch Edward , Marsh Laurence
Published: July 2002

Discusses the implications of auto‐ID technology advances in the area of facilities management. Advocates the use of auto‐ID for the development of “building intelligence”, whereby information can be obtained locally without reliance on a networked information system. Barcoding, often thought of as a rather static technology, is in fact undergoing quite radical changes which enable the codes to store massive amounts of information. This low cost information storage system is one of a number of auto‐ID solutions which require further development, particularly in the area of standards, if information is to be genuinely exchangeable between manufacturers, contractors and building owners. Describes some of the work currently being undertaken at the University of Reading concerned with the introduction of auto‐ID standards in construction and facilities management.
Evaluating office environments using tenant organization perceptions
Authors: Bottom Connel , McGreal Stanley , Heaney George
Published: July 2002

Operational property is increasingly recognized
as an important asset capable of effective management. Indeed, premises can play a significant role by affecting organizational
productivity and supporting corporate mission. Many organizations occupy leased properties owned by investment institutions which
aim to benefit from their assets through capital appreciation and rental return. The achievement of these objectives can be
related to the facilities value of an office building as determined by design/quality and tenant organization
characteristics. Reports the results of a post‐occupancy evaluation survey carried out in the City of London. The results
illustrate the variability of tenant characteristics, their property requirements and their perceptions of functional
performance. The use of building performance appraisal techniques within the investment management function is necessary for the
creation of value for both parties. Suggests that facilities management professionals with expertise in the measurement and
benchmarking of building performance are well placed for providing unbiased information to investment decision makers.
Diversity in control
Authors: Woodward Roger
Published: July 2002

The complexity of controlling a diverse site is demonstrated by York Controls Group at Essex Police headquarters in Chelmsford. Varied building types with HVAC plant ranging from 20‐year‐old boiler‐fed radiators to modern air conditioning systems are managed by a York ISN building control system. Following the success of this application a number of remote police stations have been integrated within the main control system. Control integration is a hot topic in the controls industry with many manufacturers developing software gateways to allow their controllers to communicate with a range of buildings services plant as well as other manufacturers’ controllers. However, in the long term it is expected that common communications protocols will dispense with these gateways and representatives from all the European countries are currently working together to achieve agreed protocol.
Forecasting dynamic market share relationships
Authors: Terui Nobuhiko
Published: July 2002

In market share analysis, it is fully recognized that we have often inadmissibly predicted market share, which means that some of predictors take the values outside the range [0, 1] and the total sum of predicted shares is not always one, so‐called “logical inconsistency”. Based on the Bayesian VAR model, proposes a dynamic market share model with logical consistency. The proposed method makes it possible to forecast not only the values of market share themselves, but also various dynamic market share relations across different brands or companies. The daily scanner data from the Nikkei POS information system are analyzed by the proposed method.
Developing marketing strategy with MarStra: the support system and the real‐world tests
Authors: Li Shuliang
Published: July 2002

Explores the potential of a hybrid intelligent system in supporting marketing strategy development. First, a hybrid intelligent system for developing marketing strategy, called MarStra (developed by the author), is outlined. Then discusses the real‐world tests of MarStra with marketing directors in five large UK companies. Empirical evidence from the companies involved indicates that MarStra is very helpful and useful in: providing strategic analysis guidance; coupling strategic analysis with managerial judgement; helping strategic thinking; dealing with fuzziness and uncertainty; and supporting group assessment of strategic marketing factors. The intelligent outputs generated by MarStra were reported to be surprisingly accurate, mostly sound and useful prompts.
Toward a framework for entering China’s pharmaceutical market
Authors: Liu Sandra S. , Cheng Michael
Published: July 2002

The pharmaceutical industry in the People’s Republic of China (PRC) has been highly regulated, particularly ethical products. Promulgation of the socialist market economy and the recent reforms in national healthcare industry have compelled impetuses for change in the distribution systems, forms of investment of multinational pharmaceutical companies, and product/market strategies. The conventional wisdom on pioneer marketing may be challenged by these situations in the PRC. This study examines four markets that encompass both specialty and general pharmaceuticals so as to explore whether there is a product category effect on entry strategies. The findings indicate a possible synergistic effect of product category and order of entry. In addition, product life cycle has a direct impact on order of entry whereas brand position has an effect on product category. Both government policies and corporate strategies have implications on product categories and order of entry. The recent reforms in China have helped to build a foundation for pharmaceutical companies to conduct business in a manner that is similar to that of the developed countries. The entry strategies for pharmaceuticals may therefore involve more complicated considerations in accordance with these new arrangements in the legal and regulatory environments. Further research into relationships among these variables and the mediation effect is therefore indicated.
The hair of the dog that bit you: successful market strategies in post‐crisis South‐East Asia
Authors: Haley Usha C.V.
Published: July 2002

In the wake of post‐crisis South‐East Asia’s declining growth and declining per capita income, local companies are restructuring their operations and re‐evaluating their strategies along with multinational companies (MNCs). This article explores the winning market‐expansion strategies of two companies in South‐East Asia’s changed business environments – the MNC, Unilever in Indonesia; and the local company, Asia Commercial Bank (ACB) in Vietnam. The first section identifies how Asian post‐crisis business environments have changed. The next section explores the back‐to‐basics market strategy followed by the foreign MNC, Unilever. The ensuing section sketches the deliberate strategy of normal operations and transparency followed by the local ACB in Vietnam. Based on these case studies, the final section makes some recommendations for MNCs and local companies considering market‐expansion in post‐crisis Asia.
The role of selfishness in buyer‐seller relationships
Authors: Palmer Adrian
Published: July 2002

Co‐operation is implicit in attempts to create ongoing buyer‐seller relationships, yet Darwinian theories have stressed the self‐centredness of man and social commentators have observed a trend away from collectivism towards individualism. Relationship marketing represents a dynamic tension between the forces of individualism and collectivism, yet the role of individualism and selfishness is relatively unexplored. This paper presents theoretical frameworks for their study. Impacts of selfishness on relationship marketing are discussed and suggestions made for how firms may reconcile selfishness with co‐operative strategies. It is argued that selfishness may be crucial to successful relationships and may produce greater economic welfare than pervasive collectivism.
Who moved my Muggle? Harry Potter and the marketing imaginarium
Authors: Brown Stephen
Published: July 2002

According to John Grant’sNew Marketing Manifesto, contemporary consumers “act their shoe size not their age” by resolutely refusing to grow up. They are not alone. Managers too are adopting a kiddy imperative, as the profusion of primers predicated on children’s literature – and storytelling generally – bears witness. Winnie the Pooh, the Wizard of Oz, Alice in Wonderland and Hans Christian Andersen are the marketing gurusdu jour, or so it seems. This paper adds to the juvenile agenda by examining the Harry Potter books, all four of which are replete with references to market‐place phenomena, and contending that scholarly sustenance can be drawn from J.K. Rowling’s remarkable, if ambivalent, marketing imagination.