bluuebunny/crossref_metadata_2025 huggingface dataset:
Postmodernism and Power/Control
Authors: Hawes Leonard C.
Published: May 2006

Poses the question of how to manage disorder, upheaval, revolution,
transformation and chaos. When creativity and specialized work practices
are involved, there is persuasive evidence for managers to stay out of
the way. Such advice sounds like a paradoxical injunction, probably
because it is: manage by not managing! Trapped “inside” this
paradox, the distinctions between control and power become crucial.
Organization and the Body: Post‐Fordist Dimensions
Authors: Hetrick William P. , Boje David M.
Published: May 2006

Attempts to reformulate the notion of organizational control considering the new dictates of the post‐Fordist agenda. Ideology, as a control mechanism, takes on a secondary role with the body (re‐)emerging as the ontological priority for the examination of human subjectivity, or more importantly the lack thereof. The major implication is the recognition that post‐Fordism, at least for the labour force, is nothing more than a ploy by the advocates of capital to further perpetuate control relationships. Identifies and discusses repercussions for postmodern organization “theory”.
Postmodernism and Excellence: The De‐differentiation of
Economy and Culture
Authors: Willmott Hugh
Published: May 2006

Explores the relationship between new trends in management thought
(e.g. corporate culture, the Excellence literature) and postmodernist
ideas. Argues that a central theme of postmodernism is the
de‐differentiation of the spheres of economy and culture. Suggests that
this theme is present in new management philosophies that celebrate the
virtues of play, flexibility and indeterminacy. But that this
celebration is partial and instrumental as, paradoxically, it is
intended to extend the life of modernist institutions.
A Postmodern Organization Goes for a Modern Prize: A Brief
Ethnography of CompuAdd′s Application for the Malcolm Baldrige National
Quality Award
Authors: Davis Browning Larry , Ziaja James J. , France Debra R.
Published: May 2006

Reviews the Baldrige Award as a modern document and views CompuAdd
as a post‐modern organization. Traces the steps of CompuAdd′s
application for the Baldrige Award and shows CompuAdd′s culture to be
excellent local practices, that are different from the Baldrige Award
criteria, and that, despite their local excellence, would be difficult
to transfer to another setting.
Postmodernism and the Marketing Organization
Authors: Fuat Firat A.
Published: May 2006

It seems that postmodernism is no longer a theory or a
philosophical stance but a reality which impacts upon many facets of
life in, specifically, Western societies. It is represented in world
views which are increasingly becoming prominent, and also in the
conditions, such as, hyperreality, fragmentation, decentring of the
subject, reversal of production and consumption, paradoxical
juxtaposition of opposites, and non‐commitment to meta‐narratives, which
seem omnipresent in postmodern culture. Under the circumstances,
organizations can no longer continue with business as usual. They will
have to develop an understanding of their markets and employees under
the conditions of postmodernity.
Parable: Emile′s Question
Authors: Wolf William B.
Published: May 2006

A parable related to ethics among organizations, particularly with
regard to relationships between managers and their workforce.
Organizational Stories as a Window on Affect in
Organizations
Authors: Van Buskirk William , McGrath Dennis
Published: May 2006

Research on organizational culture has provided much needed
subtlety in understanding organizational events. However, it has a
cognitive bias which leaves implicit the treatment of emotional
phenomena. Organizational stories can provide a window on affect in
organizations if we view stories as symbolically embedded appraisals of
wellbeing. Presents an illustrative case to demonstrate how such enquiry
might proceed.
Empowerment, Culture, and Postmodern Organizing:
Deconstructing the Nordstrom Employee Handbook
Authors: Goodall H.L.
Published: May 2006

Offers a deconstructive reading of the Nordstrom Employee
Handbook. The purpose of the reading is to demonstrate how this
document serves as a representational sign of postmodern ideas about
power and organizing capable of encouraging responsible, highly
individualized, organizational cultural practices. Discusses
implications of the postmodern for organizational theory and research.
Postmodern Management?
Authors: Clegg Stewart R.
Published: May 2006

Taken from an inaugural address at the University of St Andrews,
Scotland. Discusses postmodernism, particularly regarding Japanese
influences in this sphere but also looks at the overview of
organizational characteristics among other nations, particularly the US.
Looks also at the changes which must happen regarding the labour market
and for flexibility amongst workers and management to ensure future
prosperity. Goes on to show that postmodernism is the improved model
over modernist theories.
Bureaucratic Discourse and the Goddess: Towards an
Ecofeminist Critique and Rearticulation
Authors: Bullis Connie , Glaser Hollis
Published: May 2006

Describes and positions ecofeminism as a critical voice in
postmodern organizational theory. Ecofeminism, because of its
connections with spirituality, feminism, and ecology, provides an
alternative critique of modernist organizational discourse.
Specifically, positions ecofeminism as an antagonistic discourse which
should help to define and display limits of bureaucratic discourse.
Provides some ecofeminist change strategies.
Talking the Post‐Fordist Talk,...but Walking the
Post‐industrial Walk
Authors: Winsor Robert D.
Published: May 2006

Recent innovations applied to the design and management of
production in the United States have been termed
“post‐Fordist”, in an effort to distinguish these methods
from those of large‐scale mass‐production characteristic of earlier
decades. These efforts, however, may be vulnerable to criticism from
both a conceptual and also a practical position. Specifically, suggests
that post‐Fordist methods not only fail to live up to their ideological
promise, but are inappropriate to our current
“post‐industrial” state of diminishing manufacturing output.
Large Systems Change: Issues Related to the Strategy
Authors: Preston Joanne C. , DuToit Louw
Published: May 2006

Discusses some of the issues that need addressing when a consultant
applies organization development principles to a large system change
such as South Africa. The 11 issues covered emerge because of the
differences between traditional organization development and large
systems change. Encourages a dialogue over these issues in the
literature.
Bridging the Gap between Organization Theory and the
Practice of Managing Growth: The Dynamic System Planning Model
Authors: Hendrickson Lorraine U.
Published: May 2006

For several decades researchers have attempted to explain the
process of organization growth and development. The various models
devised can be divided into roughly two categories: those which
emphasize nature, and those emphasizing nurture as the cause for change.
The Dynamic System Planning Model is described, which borrows from both
traditions, in particular from open systems theory and from the
individual learning models. Issues outlined in this model are the
frequently mentioned concerns of presidents of small changing firms.
Although based in open system theory, it translates readily into
practical application in day‐to‐day management, as interviews with
presidents attest.
Organizational Slack and Risk‐taking Behaviour: Tests of
Product Pricing Strategy
Authors: Moses O. Douglas
Published: May 2006

Organizational change inevitably involves uncertainty and hence
some risk taking. Tests the relationship between organizational slack
and risk taking in organization decision making, and thus provides some
evidence on the role or organizational variables in risk‐taking
behaviour. Product pricing strategies are identified and characterized
with respect to risk. Organizational slack is measured using various
financial variables. Results indicate that firms which have increases in
organizational slack prior to the introduction of new products are more
likely to adopt a higher risk product pricing strategy. Also discusses
implications regarding the measurement of slack using financial
variables.
Planned Change in an Organized Anarchy: Support for a
Postmodernist Perspective
Authors: DiBella Anthony J.
Published: May 2006

Presents data from a study of planned organizational redesign to
challenge several assumptions underlying theories of planned change.
Describes and analyses the experience at Worldwide Action for
Development, an international organization with the characteristics of
an organized anarchy, to establish a divisional structure based on the
location of its programme offices. This case shows how directed change
can evolve over the course of implementation and result in unanticipated
outcomes. Considers the implications for how planned change can be
understood and implemented when circumstances undermine the validity of
modernist assumptions about how or why organizations change.
Evolution or Revolution in the Values of Organization
Development: Commentary on the State of the Field
Authors: Church Allan H. , Hurley Robert F. , Warner Burke W.
Published: May 2006

A series of interviews were conducted with 12 experienced
Organization Development (OD) practitioners in order to explore the
impact that changes in the business world may have had on the values of
the field. Eight major themes emerged from these interviews: (1) OD
practitioners are driven by large system change; (2) humanistic values
remain at the core of OD efforts; (3) practitioners are focusing more on
business effectiveness issues; (4) achieving personal goals and rewards
are strong motivators; (5) practitioners sometimes project their own
issues and problems onto clients; (6) some operate as fringe dwellers on
the margin of commitment to organizations; (7) the OD missionary is
alive but not well; and (8) training for the field is a severe problem
– there are too few mentors for the number of people entering the
field. Addresses implications for the field of OD.
Organizational Structural Changes: Life‐cycle Stage
Influences and Managers′ and Interventionists′ Challenges
Authors: Olson Philip D. , Terpstra David E.
Published: May 2006

The focus of this study was on successful, small, rapidly growing
firms and on people who manage (entrepreneurs/ CEOs) or help manage
(interventionists/consultants) these firms. Investigates the structural
(complexity, formalization and centralization) changes that occur in
firms as they move from the start‐up stage to the growth stage of
development. One reason these structural changes were examined was that
rapid growth often strains organizations′ existing structures and, in
turn, threatens their very existence. Further, little empirical
information exists about structural changes in small, growing firms.
Using a sample of Inc. 500 firms, finds support for the hypotheses that
organizations in their growth stage will exhibit greater complexity,
greater formalization, and less centralization than in their start‐up
stage.
Designing More Functional Organizations: The 12 Step Model
Authors: Robbins Lee
Published: May 2006

Using strikingly different managerial techniques from conventional
organizations, 12 Step Fellowships, most prominently Alcoholics
Anonymous, provide useful clues to producing more effective, functional
and humane organizations in contrast with our many dysfunctional firms
which abuse their employees, behave unethically towards their customers,
damage their social and ecological habitat and find it difficult to
complete in a turbulent global environment. The founding Fellowship,
Alcoholics Anonymous (AA), extends to 131 countries with 1,550,000
members while the second largest, Al‐Anon/Alateen, has 414,000 members
in 84 countries. Without advertising, government support or experts, AA
is widely considered the most effective method for treating alcoholism.
This success story was produced by members who, prior to AA, were
themselves severely dysfunctional and often unemployable. Examines
facets of the Fellowships (organizational structure, culture,
communication and problem solving techniques) to demonstrate a powerful,
little studied model for organizational learning and transformation.
Revisiting Quality of Work Life Interventions: A
Cross‐cultural Pilot Study
Authors: Shani Abraham B. (Rami) , Tom Basuray M. , Scherling Steven A. , Odell Janice L.
Published: May 2006

Quality of work life (QWL) has become an increasingly popular
cross‐cultural field of theory and practice. An examination of the
current state of the art revealed that the inquiry paradigm is one of
the areas that leads to the contradictory and mostly disjointed state of
QWL knowledge. A phenomenological‐based approach is proposed and
utilized in an exploratory study that examines MBA students′ QWL
experiences in the USA and Hong Kong. Discusses the learnings both in
terms of the approaches used and the QWL knowledge gained.
Baldrige Winners
Authors: Delsanter Judith M.
Published: May 2006

Profiles the winners of the 1991 Malcolm Baldrige National Quality Award, all of which were electronics firms and had another point in common, that of focusing on customer satisfaction. Defines the dominant factors for each company′s success in the field of quality. Summarises the criteria used by Baldridge examiners in seven areas of the business: leadership, information and analysis, strategic quality planning, human resources utilization, quality assurance, quality results and finally customer satisfaction.
Expressing satisfaction
Authors: Creelman James
Published: May 2006

Reports on the way in which TNT Express Worldwide is using TQM to bridge the culture gap created by the amalgamation of three branches of the business. Looks at Internal audits carried out to assess levels of Service quality and efficiency of internal communications on a global scale, culminating in the listing of each depot′s points of excellence and points for improvement, which then form the basis for an action plan. Employee and customer Surveys are also used to assess Service quality and cultural differences. Emphasises the need for Training and communication in order to spread the culture of TQM from the top down.
Repairing the links
Authors: Seath Ian
Published: May 2006

Reports on the adoption of total quality methods by RNAY Fleetland, a company which undertakes repair and maintenance of military helicopters, and which had to contend with the hurdle of taking the two cultures, military and civilian, within the business and turning them into a quality culture. Focuses on the customer/supplier chain and possible areas for improvement, especially in Customer service. Argues that effective communication and total employee involvement are the keys to the success of their quality initiative. States that the main change in the company culture has been to focus on prevention rather than failure.
Brewing up a storm
Authors: Creelman James
Published: May 2006

Describes the efforts made by Newcastle Breweries to improve its competitiveness by implementing TQM and therefore achieving superior customer satisfaction. Follows the company through its introduction of a “quality customer package” outlining the range of services available to the customer; the creation of time for open forum discussions; involvement of all employees; and the implementation of its quality council, quality improvement teams and “bright ideas” suggestion scheme. Shows that the latter, with its rewards for employee initiatives, and other new ideas, such as “a day in the life” appreciation courses, have significantly changed the company′s culture.
Easy as ABC
Authors: Davies Paul
Published: May 2006

Examines the growth of interest in activity based costing (ABC), which focuses on overhead, rather than direct, costs, and does much the same job as quality costing. Shows exactly how ABC works in an organization and what benefits it can produce. Indicates how the information generated can be used as a part of a TQM programme.
Assessing management
Authors: van Nuland Yves , Oess Attila
Published: May 2006

Considers the “management review” which has to be put in place by companies implementing ISO 9000, explains what it is and what it can achieve in an organization. Details a management review procedure, its objectives, essential elements, frequency and responsibility. Describes the relationship between TQM and ISO 9000, and the differences between a quality audit and the management review.
Budgeting for improvement
Authors: Bellis‐Jones Robin
Published: May 2006

Reviews the weaknesses in budgetary control, seen often as a costly and burdensome routine, and contends that conventional approaches to cost management emphasise its disadvantages (that it is too inward‐looking, for example), rather than examining its potential benefits. Highlights areas in which budgeting can contribute to the process of continuous improvement.
Is quality free?
Authors: Nicholls John
Published: May 2006

Challenges the claim by Philip Crosby that “quality is free”, by indicating that there are different definitions of quality ‐ “conformance” to specifications, or “high or superior” quality, which the author claims is most definitely not free. Concentrates on the concept of delighting the customer, and the concept of increasing value to the customer. Observes that delivering value to the customer is usually highly profitable.
Comparative testing
Authors: Newell Mike
Published: May 2006

Examines the decision of deciding which processes should be focused on in a benchmarking study, driven by the main points of an organization′s strategic plan, which, when translated into operational terms, will serve as a guide. Looks at the role of benchmarking within TQM, how new standards of performance can be identified from looking at the industry best in class. Discusses the different forms of benchmarking and how to choose between them.
Try thinking backwards
Authors: Nadarajah Raj
Published: May 2006

States that efficient communication of the TQM message is essential if a programme is to be implemented successfully. Underlines the need to tailor communications messages according to who they are directed at, especially employees, and suggests that quality managers work together with public relations departments in order to get these messages across. Proposes that communication holds the key to change and that if employees understand exactly what is being asked of them in a quality initiative, then they are more likely to respond positively.
Defending customer satisfaction
Authors: Kochan Anna
Published: May 2006

Examines how an Israeli electronics company has implemented its TQM policy, specifically by placing a priority on customer satisfaction. Profiles the organization′s TQM philosophy and the way in which quality is managed throughout the company. Spotlights the quality management strategy of meeting weekly to discuss quality issues in their line forum, staff forum and corrective action forum.
It′s just business as usual
Authors: Saxl David
Published: May 2006

Reports on the use of benchmarking at ICL plc, and how it has been incorporated into the company′s routine processes. States that the key element in the implementation of change is measurement; ICL have chosen cycle time, inventory turns, customer lead times and delivery performance, delivered quality and product cost reduction as some of their principal measures of success. Examines the “Invest in People” package, which includes Training, objective setting and review, appraisal and pay for performance. Assesses the various groups and teams that make up the TQM programme, and the policy of continuous performance measurement.
A tale of change
Authors: Wilkerson David , Kuh Anne , Wilkerson Tracy
Published: May 2006

Provides a “user friendly” benchmarking system which can be used before undergoing organizational change in order to create reference points which will serve as baselines and goals. First, defines what benchmarking is and looks at the characteristics of a benchmarking system. Reveals the advantages and disadvantages of using Surveys to collect cultural data and examines how to tailor survey questions. Addresses the issue of what action to take once the benchmarking results are known.
Systematic rewards
Authors: Bradley Mike
Published: May 2006

Covers some of the reward strategies commonly used by management to motivate individual employees. Contends that the use of reward strategies within companies can cause individuals to become more concerned with their own immediate goals (and rewards) than with Customer service and also, therefore, the ultimate good of the organization, as well as creating barriers to teamwork. Suggests that managers need to create a reward system in which they are the supplier and the employee is the customer, from whom they should obtain feedback.
Sending out the right signals
Authors: Ashton Chris
Published: May 2006

Analyses the use of compensation systems and the signals that they give out to employees. Suggests that they may often get mixed messages about the system′s intentions and objectives. Examines the case of performance‐related pay, which a recent survey found did not help create sustained high performance, but in fact could in some cases be demotivating. Provides another example of “mixed messages” ‐ the high pay awards often received by top management, especially when their employees receive none, or are even made unemployed.
It′s quality not quantity
Authors: Swaris Roger N.
Published: May 2006

Laments the lack of attention paid to communication within a TQM programme, despite the fact that it is of vital importance. States that a good balance of high quality communication is critical and lists seven fundamental principles for achieving effective communication. Makes the point that different organizations have different needs and must determine which media to use and what messages to send out, dependent on their programme.
Appraisal development
Authors: Hemmings Bob
Published: May 2006

Suggests that it is possible to develop a performance appraisal system (without performance‐related pay) that can be integrated into a total quality process. Examines the problems inherent in management by objectives; presents an alternative culture whereby rewards are given for team goal achievement. Provides a comprehensive examination of what a TQ appraisal process might look like and how to go about it.
A visible solution
Authors: Rodgers Lonni , de Vries Jan
Published: May 2006

Suggests that the most efficient way of problem solving is in groups; demonstrates CEDAC (which stands for cause and effect diagram with the addition of cards), a visual tool for problem‐solving which creates a virtual workplace. Explains how the tool is used in group working, led by a facilitator. Considers the advantages of using CEDAC over other methods, and lists the conditions which need to be met in order for it to be used successfully.
Taking Local Management Responsibility for NHS Pay
Authors: Haywood Peter , Vinograd Miranda
Published: May 2006

An extract from the Payfolio series published by North West Thames
Regional Health Authority′s Pay Unit which guides managers of local
units on decisions which will have to be made on remuneration issues
that were previously taken centrally. Identifies the need for both a new
management structure to reflect these new responsibilities and a
strategic review as prerequisites. The constraints on change include the
capacity of the personnel function, the inadequacy of information on
labour costs, the assimilation costs of moving to new pay and
conditions, the contractual entitlements of individual employees, the
continuation of national pay determination, and the attitudes of staff
and their representatives. Makes suggestions about making the transition
to a local pay strategy in a way which is incremental yet strategic, so
that change to new payment systems, structures, grading and staff groups
are achieved gradually over time in a way which flows as smoothly as
possible from the status quo.
Warrington: A Star in the World of Caring for Staff
Authors: Lyall Joanna
Published: May 2006

Describes a staff acquisition and retention initiative launched by
Warrington District General Hospital in 1989. Details the benefits staff
now receive, including free medicals, chiropody, eye testing, a
crèche, hairdresser, general shop and welfare officer. Staff
turnover has dropped because of the package, which has enhanced the
employment offered by the hospital.
Evaluation of a Staff Stress Management Service
Authors: Michie Susan
Published: May 2006

Focuses on stress and stress reduction with reference to the Health
Service. Details the results of a questionnaire survey into stress
management carried out in a London teaching hospital.
Why Child Care is Still an Issue for the NHS
Authors: Sargeant Gill
Published: May 2006

Focuses on the provision of child care within the National Health
Service, an organization in which 79 per cent of the workforce is women.
Outlines the four main types of child care used by employers; workplace
nurseries; child care allowances; referral services; and after‐school
care.
Healthy Work for All 2000?
Authors: Flanagan Hugh , Henry Paul
Published: May 2006

Proposes that there are sound commercial as well as ethical reasons
for health organizations to create “healthful” jobs and
working conditions. Describes specific actions for health organizations
to take to design jobs and work to benefit the organization in terms of
efficiency, effectiveness and health promotion.
Methods of Assessment
Authors: Lane Jack
Published: May 2006

The choice of assessment method is an important task facing the
Human Resource specialist engaged in the selection and development of
people. Examines each of the principal methods in current use.
Psychometric tests of personality, cognitive abilities, assessment
centres, the interview and self‐efficacy measures are all considered.
Discusses each technique in terms of its underlying theoretical
assumptions and how well it predicts job performance. Discusses the
advantages and drawbacks of each technique and guidelines for the most
appropriate application in each case.
Identifying Skills – The Right Person for the Right
Job
Authors: Hamm Christine
Published: May 2006

Suggests that a staff vacancy can provide a rare opportunity to
redefine the post, its content and organizational role; and to analyse
the personal and professional skills which are required of the future
incumbent.
Evaluating the Personnel Department
Authors: Collins Mike
Published: May 2006

Many personnel managers apparently fail to make an appreciable
impact on the running of their organization, possibly because their work
is mainly seen as subjective rather than aimed at effectiveness and
efficiency. Reviews a package of diagnostic instruments for analysing
the performance of personnel departments in the Health Service primarily
in the light of the importance of customer service, the emphasis being
on measurement of performance. Concludes that only in this way
can the HR department shed its cosy image and be perceived as a mainline
function.
Developing Personal Effectiveness in NHS Managers
Authors: Robinson Celia
Published: May 2006

Reports on an intensive short management development course for
Regional Health Service (NHS) managers, which focuses on personal
effectiveness and also aims to help managers cope with the rapid changes
currently occurring in the NHS. Stresses the need to create a learning
environment and actively involve course participants in the learning
process.
Making the NHS Personnel Function Effective
Authors: Flanagan Hugh D.
Published: May 2006

Argues that, for the National Health Service to be effective and
efficient and give a good quality service, the personnel function is
crucial and must therefore receive adequate investment. Suggests that
the NHS can learn a lot from “leading edge” organizations,
which give priority to husbanding their human resources.
Management of Change: A Case Study in Nurse Education
Authors: Lung Michael , Braithwaite David
Published: May 2006

Focuses on a period of major organizational change in a school of
nursing from 1989 until the present. Describes internal and external
pressures for change and explores the reasons for a need to shift from a
collegial to a more mechanistic and bureaucratic culture. Outlines the
method chosen to analyse the change process, which was focused
interviewing with a stratified sample of teaching staff, to enable a
retrospective evaluation of the change process and to learn whether the
changes were successful or not. Pays particular attention to the
relationship between leadership style, structure and culture, describes
tensions arising from the policy changes and debates lessons for the
future.
Accelerating the Pace of Change in the NHS
Authors: Steel Sue , Fonda Nickie
Published: May 2006

Reports on a training initiative, commissioned by the National
Health Service Training Authority in 1989, and implemented by the
Prospect Centre, which aimed to help training managers and other human
resource development specialists cope with the radical changes affecting
the NHS.
Team Building – The Need to Balance Customer and
Employee Needs
Authors: Codman Nigel
Published: May 2006

Total quality management (TQM) programmes and “management of
change” are procedures only as effective as the research which
guides them and must rely on the commitment and support of employees. It
is therefore essential not only to ensure this commitment but to
“give ownership” of the process to employees by assessing
their own priorities and needs within the context of TQM or team
building exercises. Examines this process and demonstrates the
importance of balancing organizational, employee and customer needs.
Assessing and Training at Work
Authors: Dunn Doris M.
Published: May 2006

Investigates the values of Behaviourally Anchored Rating Scales
(BARS), in assessing and training student nurses at work. Seven
experienced practitioners had been asked to state what they thought they
would be saying about any student whom they placed at each behavioural
level on a BARS system. The resulting data showed that stereotypes of
work behaviour were used in making assessment. This process affected the
value of the BARS as an assessment system, and hampered on‐the‐job
training; students scored at the poorer end of each scale were seen as
negative, deviant people. Two of the subjects had been able to use the
stereotyped data to expand their own constructs of a person performing
at each level of work behaviour represented by the BARS. The ensuing
constructs had been stated in a way which had allowed them to be used by
less experienced assessors both to assess and to train students at work.
Meeting Employees′ Needs through On‐site Child Care. Health
Care
Authors: Hope Phyllis , Fred Rayworth J.
Published: May 2006

Reports on the Canadian public service sector, which has led the
way in providing employer‐sponsored on‐site child care for employees.
Suggests that such child care may be one way to recruit and retain
staff, reduce staff turnover and absenteeism and increase staff morale
in hospitals particularly, where irregular hours make the problem of
child care especially acute.
Doctors and Managers in Yorkshire – A Meeting of
Minds
Authors: Jones Helen , Gazey Carole S. , Martin Sophia M.
Published: May 2006

Describes the need to improve communication between doctors and
managers in the NHS, to enable them to work together. Describes an
approach to management development based on research findings. Those
involved include a group of associates who contribute to management
development programmes and initiatives for doctors and managers within
Yorkshire.
NAHSPO News
Authors: Taylor Susanne J.B.
Published: May 2006

Provides an update on various National Association of Health
Service Personnel Officers (NAHSPO) activities: the forthcoming annual
conference in October at Blackpool; link groups; and NAHSPO′s
development plan, including its vision as to purpose and future, a code
of practice, public relations strategy and counselling network.
Scotland Empowering Staff
Authors: Taylor Susanne J.B.
Published: May 2006

Report on the NAHSPO Scottish branch conference of 3 April 1992
with the umbrella title of “Empowering Staff”.
Making Equality Happen – Conference Report
Authors: Millar Barbara
Published: May 2006

Discusses the National Association of Health Service Personnel
Officers (NAHSPO) first ever one‐day conference which took a look at the
state of equal opportunities in the NHS.
Implementing a Health Care Assistant Strategy
Authors: Hutchinson Ken
Published: May 2006

All nursing auxiliaries with over five years service were given the
opportunity to receive both NVQ training and assessment to level 2 and a
small financial inducement. New job descriptions, pay and grading
systems have been introduced resulting in considerable progress towards
changing the culture of the organization.
Doctors and Teachers: A Tale of Two Professions?
Authors: Hugh Lloyd John
Published: May 2006

Despite the claim of cultural uniqueness, so often used to defend
current practices in the health sector, there are significant common
features and lessons across the range of public sector management. From
recent management experience in hospitals and colleges, examines many
topical issues and attitudes, at a time of turbulent change in both
sectors.
Business Planning: Learning by Doing
Authors: Edmonstone John , Havergal Maggie
Published: May 2006

Places business planning in health care within a contextual and
conceptual framework as a background to describing a development
programme for the NHS in Scotland to facilitate the learning of key
managers about the business planning process. The programme highlighted
a “learning‐by‐doing” approach, whereby a number of change
initiatives were triggered and future prospects for planning and
learning identified.
Making the Manpower Information Role Proactive
Authors: Flintham Neil , Parmaxis Panikkos
Published: May 2006

With a second wave of Trusts now operating, there is an
ever‐increasing need for manpower information to be both accurate and
clearly‐presented for internal use. Explains the approach used by North
Herts NHS Trust – a first‐wave Trust, to making the function more
proactive, and increasing its value to managers.
Why Doesn’t Performance Pay Work?
Authors: Paul Griffin Richard
Published: May 2006

The NHS is about to embark on the widescale introduction of
performance‐related pay. A number of recent studies have seriously
questioned the efficacy of merit pay. Utilizing the expectancy theory of
motivation, explains why performance pay is unlikely to motivate NHS
staff.
New Roles for Old
Authors: Edmonstone John , Chisnell Carole
Published: May 2006

The creation of clinical directorates in acute hospital services
has directed attention towards the clinical director role. The two
“support” roles of clinical nurse manager and business
manager have received less attention. Reports on an action research
study into these roles, examining recruitment and selection, monitoring
of performance, training needs and succession planning. Deals with the
clinical nurse manager role.
Thinking Green
Authors: Pearce Idris
Published: May 2006

Reviews three broad perspectives on our relationship with Nature,
and the environmental strategies which flow from them, two of which are
identified with the Green movement. Argues that the first, which opposes
economic growth and industrialism, is profoundly misguided though
well‐intentioned and with wide appeal. By virtue of its association with
the core ideal of a homeostatic relationship between human society and
Nature, it is inextricably linked with the second perspective: a
misanthropic one, which treats humanity itself as the cause of
environmental problems and implies totalitarian solutions to these. The
third perspective is a pragmatic one. It entails imaginative policy
responses which can include regulation and taxation, but must, as in the
issuing of tradeable permits, be tailored to act in symbiosis with
market mechanisms.
Bracket Fungi as Indicators of Atmospheric Pollution
Authors: Brian Pyatt F.
Published: May 2006

Specimens of the bracket fungus (Ganoderma applanatum) were
collected from highly polluted sites in Czechoslovakia and also from
England. The bracket fungus was found to be an excellent long‐term
monitor/accumulator of atmospheric pollutants and collected material
arriving by impaction and sedimentation from the atmospheric
environment.
Economy, Health and the Environment: The African Experience
Authors: Quaye Randolph K.
Published: May 2006

Seeks to introduce a comparative international perspective into
existing research and scholarship on the environmental degradation
facing the world community. Focuses on the legacy of colonialism and
continued economic crisis in the African continent and shows the
environmental problems of Africa to be a recurrent feature of dependency
and underdevelopment. Concludes by calling for a global rethinking of
the environmental degradation in Africa by challenging the Western world
to assume greater responsibility. Also admonishes Africans to re‐examine
their value systems which, for centuries, have provided them with the
tools for protecting the environment.
Environmental Opportunities and Risks in Finance
Authors: Buckley Ralf
Published: May 2006

Outlines environmental opportunities for the finance sector, which
include: environmental investment funds; investment in new environmental
technologies and services; and brokering tradeable environmental rights.
The rapidly‐growing market in environmental technology and services is
currently around $0.5 trillion globally, largely in waste
management, and 60 per cent in Europe and North America. Argues that
brokerage opportunities are currently limited but could expand quickly
to trillion‐dollar totals if international climatechange and
biodiversity agreements come into effect. Warns that environmental risks
for the finance sector derive largely from the transfer of clean‐up
liabilities to lenders and insurers, although this varies greatly
between nations. Clean‐up costs may reach $2 billion for a single
site.
Hospital Waste Management: An International Viewpoint
Authors: Suess Michael J.
Published: May 2006

Management of waste from hospitals, other health care facilities
and health‐related research laboratories, whilst not a new issue, has
gained increased attention in recent years. Unfortunately, the
management procedures and practices in many European facilities, not to
mention those in other, less‐developed, parts of the world, leave a lot
to be desired. Having recognized the need for improvement already in the
late 1970s, particularly with respect to the hazardous component of the
waste, the World Health Organization Regional Office for Europe has
convened a special working group of experts to prepare a short manual of
good practice, conducted training courses at the request of national
health authorities, supported and co‐sponsored conferences and, in
co‐operation with other organizations concerned, is planning to prepare
and publish a handbook for worldwide use.
Biotechnology: The Regulatory Aspects
Authors: Jones P.G.
Published: May 2006

Sets out the new developing regulatory structure in the UK to
control work involving genetically modified organisms (GMDs) with
respect to human health and safety and environmental protection.
Describes the background to this new regime and discusses the impact of
two European directives on the contained use and deliberate release of
GMDs. Describes the role of the UK Health and Safety Executive.
Monitoring of Environmental Radioactivity around the
Tuwaitha Site
Authors: Marouf Baha A. , Al‐Haddad I.K. , Tomma N.A. , Mahmood J.A. , Tawfiq N.F.
Published: May 2006

An environmental radioactivity monitoring programme has been
established around the Tuwaitha nuclear site, Baghdad, Iraq, to ensure
the safety of the public living around the site and to prove that the
nuclear facilities operate within the limits set by competent Iraqi
Authorities and international environmental protection standards.
Exposure rate measurements were carried out with portable monitors.
Gamma spectrometric analysis of environmental samples (soil, vegetables,
fruits, and water) was carried out to ensure that radionuclides expected
to be released from the site are not concentrated in the environment.
The results of the monitoring programme indicated that the average
exposure rate was similar to that of the background radiation in Iraq.
Furthermore, some environmental samples contained very low‐activity
concentrations of Cs‐137.
An Overview of Water, Water Pollution and Control in China
Authors: Yongming Xie
Published: May 2006

Presents a survey of water, water pollution and control in China.
Water shortage and water pollution are two of the most important
environmental problems and factors affecting the development of
industry, agriculture and the economy. China has made great efforts to
improve environmental quality and has issued a series of important
policies and regulations since the 1970s. Water saving and waste water
reuse are the most significant measures implemented for solving the
water shortage and controlling water pollution. All these policies and
measures are playing an important role in alleviating and controlling
the extent of water pollution.
Sustainability in Mining
Authors: Buckley Ralf
Published: May 2006

Sustainability issues of particular concern in mining include:
inadequate or uncertain base‐line information; distinction between
exploration and production; air, water and soil contamination on –
and off‐lease; and capabilities, responsibilities and funding for
rehabilitation. Many companies have developed relevant technical
expertise, but this is not applied uniformly. States that the
achievement of industry‐wide change will probably require changes to
mining law.
Biodegradation of Sewage Sludge: Toxic Effects of Heavy
Metals
Authors: Nasr Fayza A. , Abdel Shafy Hussein I.
Published: May 2006

Investigates the fate and toxicity of continuous feeding with
increasing dosage of heavy metal ions – Cu, Pb, Zn, Cr(VI) –
on biogas production from anaerobic digestion of sewage sludge. The
efficiency of the system (as measured by biogas production and volatile
organic matter removal rate) was reduced for about 35 days before
returning to a steady state with the toxicity ranking Cu > Cr (VI) > Pb
>Zn. Also looks at the effect of two “pulse” doses of the
metals.
Nutrient Mobilization from Vegetation: Stemflow and Canopy
Throughfall
Authors: Pyatt F.B.
Published: May 2006

Investigates the effects of acid precipitation on nutrient
mobilization in vegetation, in the Nottingham (UK) area near a large
coal‐fired power station. In stem flow and canopy throughfall samples,
from holly, yew and a grass, mobilization of Ca, K and Na was enhanced.
Examines the importance of leaf presentation and foliar stratification.
Loss of elements as a result of mobilization by acid precipitation is
deleterious to autotrophs and may affect the populations of
heterotrophs.
Supplier Certification: Concepts and Techniques
Authors: Hillman Willis T. , Huston C. Richard
Published: May 2006

Outlines a supplier certification programme – a structured
procedure for evaluating suppliers to determine if performance warrants
a special partnership agreement. Close, long‐term relationships between
buyer and supplier are becoming more common, especially for those
manufacturers practising a just‐in‐time production and logistics
strategy. Presents an efficient mathematical model to measure relative
performance, which can serve as the central ingredient in a
decision‐support system for purchasing and logistics management.
Major Information Systems Selection
Authors: Slater Alan
Published: May 2006

The rapidly increasing demands on the logistics activity make
information systems the key variable in satisfying customer and
corporate requirements. Current systems are probably out of date and
unable to cope with current levels of use and demand. Presents criteria
and a process for selection of information systems based on three
approaches: package solutions; tailored package solutions and totally
bespoke solutions.
Integrating the Global Pipeline: Logistics Systems
Architectures
Authors: Braithwaite Alan
Published: May 2006

Outlines the challenges facing companies which are trying to
address the new requirements in information technology. Develops a new
framework to approach the issues which contradicts much of the accepted
wisdom of systems implementation in the logistics area.
Towards 2000 and Beyond: Preparation of Educational
Managers in India
Authors: Sapra C.L.
Published: May 2006

Discusses the tasks facing educational management in India
resulting from demographic change, social demand for education and
economic need for trained manpower. Attempts to develop a social
paradigm for the year 2000 and beyond that reflects concerns about the
strength of India′s democracy and secularization, as well as more
immediate practical challenges.
Occupational Stress and Job Satisfaction among School
Administrators
Authors: Borg Mark G. , Riding Richard J.
Published: May 2006

A sample of 150 school administrators in state primary and
secondary schools in Malta completed a self‐administered questionnaire
on their perceptions of role‐related stress. About one‐fifth of the
respondents found their job as school administrators either very
stressful or extemely stressful; 80 per cent indicated that they were
fairly satisfied or very satisfied with their job. Some of the
demographic characteristics of the sample were related to the level of
job stress and satisfaction. Results also showed that respondents who
reported greater levels of stress were least satisfied with their role
as school administrators. A principal components analysis of 22 listed
sources of stress revealed four major stress factors, labelled
“lack of support and resolving conflicts”, “inadequate
resources”, “workload” and “work conditions and
responsibilities”. The demographic variables of “sex”,
“type of administrative post” and “type of
school” interacted significantly with the four stress factors.
Quality, Costs and Changing Strategies of Control in
Universities in the UK
Authors: Oliver Nick
Published: May 2006

Describes moves towards quasi market‐based systems of resource
allocation in Britain′s universities. Considers the appropriateness of
existing organizational structures to meet the cost and quality
pressures generated by these systems and, drawing on ideas from the
total quality movement, analyses the implications for organization,
control and performance measurement in universities.
Compensation Management: Coherence between Organization
Directions and Teacher Needs
Authors: Hajnal Vivian J. , Dibski Dennis J.
Published: May 2006

Emphasizes the need for coherence between the reward structure and
the organizational culture of effective schools. Provides a framework
for discussion which includes a typology of rewards, including
pecuniary, non‐pecuniary extrinsic and intrinsic rewards. Analyses
several pay‐for‐performance strategies, classified by permanency of
increases (merit or incentive) and mode of distribution (individual or
group). Explores the perceived advantages and disadvantages of various
merit and incentive plans in support of effective schools. Suggests that
more attention to a closer fit between compensation strategies,
organizational strategies, and workforce behaviours is required to
increase the positive effects of reward structures.
Explaining Teacher/Principal Differences in Evaluating
Schools
Authors: Bingham Richard D. , Haubrich Paul A. , White Sammis B.
Published: May 2006

Explores the question of why principals rate their schools more
highly than do their own teachers. Following the work of others, showing
that disagreements between teachers and principals stem mainly from
disagreements on discipline, reports on results which show that views on
disciplinary policy are the only factor which is strong enough to
overcome the somewhat biased grading by principals. Concludes that, if a
principal wants higher teacher morale and higher grading of their
school, efforts must be made to develop greater congruence between
teacher and principal expectations and actions on discipline.