bluuebunny/crossref_metadata_2025 huggingface dataset:
What Can Educational Managers Learn from Private
Enterprise?
Authors: McIllhatton Stephen , Johnson Neil , Holden John
Published: May 2006

Schools and school systems around the world are being challenged to
emulate management practices used in business organizations. Reports on
a case study of management in a computing firm in Sydney, Australia.
Attention focuses on communication, the methodology of work,
characteristics of the organizational setting, organization structure,
selection and motivation of staff, goals of managers and management
styles. The findings provide a basis for discussing the relevance of
business management practices for education. Managers in education and
private enterprise may have much to gain from one another. However, each
sector also has distinctive attributes which make transfer of some
practices inappropriate. Concludes by considering the benefits for
educational managers of observing business executives in action.
Group Decision Making: The Role of the Principal
Authors: Pashiardis Petros
Published: May 2006

There is a long body of research in the area of group decision
making which is expanding constantly due to the growing importance which
is placed now on participating models in most organizations. Views the
role of the principal in three models of group decision making. The
models examined are the Vroom‐Yetton decision‐making model, the Delphi
Technique and the Nominal Group Technique (NGT). Recent research on
effective school strategies emphatically states that school personnel
must be a part of decisions affecting schools and that leaders must be
strong decision makers. Effective schools research suggests that the
principal′s leadership and decision‐making style is the most important
factor in a school′s performance. Shows how this style can be
implemented in reality.
Tradesmen as Vocational Workshop Instructors
Authors: Duwovwiji Whawo D.
Published: May 2006

Some of the problems that have confronted the implementation of the
National Policy on Education in Nigeria include the lack of teachers for
the pre‐vocational courses and equipped workshops for practicals, among
others. Aims to find out how established tradesmen could be used
effectively to teach workshop practicals. Principals of secondary
schools and technical colleges provided the data which were used to
answer the two formulated research questions. The result of the data
analysis showed that most post‐primary schools need between one and
three instructors in each pre‐vocational subject. Suggested strategies
for effective utilization of tradesmen for workshop lessons, including
the building and equipment of workshops, constant supply of electricity,
supervision of the instructors and students by school heads and
organization of competitions among students. Proposes that a system by
which instructors could be acquainted with the processes of continuous
assessment be built into their teaching assignment.
“Needed: An Educational Agenda for the 21st Century”
Authors: Holcomb John H.
Published: May 2006

Emphasizes the need to save public education in America as being
essential to the “American way of life”. Pinpoints the lack
of a generally accepted goal, the designing of school programmes to suit
teachers, not the students, and the movement of state and federal
government further into the leadership and day‐to‐day operation of
schools, as the factors which have had a detrimental effect on public
schools during the past generation. Lists a 12‐point agenda for getting
the public schools back on course and advocates a study of public
education to identify what the public wants, followed by a plan to
implement a suitable education programme.
Japanization and the Management of Education in Australia
Authors: Watkins Peter
Published: May 2006

In all forms of workplaces, especially in the English‐speaking
world, administrators have been exhorted to introduce what are perceived
to be the “best practices” operating in the more successful
economies. The education “industry” in Australia appears to
be no different in this regard from other industries, and the
“best practices” appear to originate from Japan. Japanese
management practices are promulgated as having abandoned the old methods
of scientific management, offering new ways of managing workplaces in
general, and schools in particular. Seeks to examine this proposition
critically through an examination of two proposals which have been
advanced as bringing “best practices” into the
administration of schools. The two areas which have been given currency
recently are the introduction of salary packages for teachers and the
formation of work in schools. Concludes that these seeming innovations
may not differ markedly from the principles advocated earlier this
century by the proponents of scientific management. Nevertheless, they
may still provide some means towards more democratic administrative
practices.
T.B. Greenfield and the Interpretive Alternative
Authors: Innes‐Brown M.
Published: May 2006

An extract from a book manuscript highlighting the specific
challenge which Greenfield posed to established thinking. Discusses how
the study of education administration has been characterized by attempts
to develop a theory which describes, explains and predicts
administrative behaviour within the school context. Assesses the
contribution of the “theory movement” and Kuhnian concepts;
the movement of research towards finding a phenomological alternative to
explain administrative behaviour; and the development of interpretive
approaches which look towards subjects such as the humanities for a
possible solution. In the light of this background discusses in depth
the contribution made by T.B. Greenfield to the debate and considers the
viability of an interpretive alternative.
Conflict Resolution: An Overview for Classroom Managers
Authors: Newhouse Robert C. , Neely Margery
Published: May 2006

In educational institutions, conflict is inevitable. Conflict
resolution is needed when incompatible activities occur. Diametrically
opposed views of conflict assume either that conflict is usually
destructive or that conflict can be a basis for creative outcomes. The
first view arises from societal notions of correct behaviour. The second
is useful for classroom managers who take the role of mediator for the
disputants. Describes three different dimensions of conflict followed by
strategies specifically for mediation of each dimension. Active
listening and persuasion tactics are applicable to all three dimensions,
which are emotional vs intellectual, relationship vs task, and
compromise vs win.
The Resource Environment: Alberta
Authors: Michael Steve O. , Holdaway Edward A. , Small James M.
Published: May 2006

Describes the perceptions of administrators of post‐secondary
institutions in Alberta with respect to various aspects of the
resource‐environment of their institutions. While administrators of
post‐secondary institutions in Alberta are divided on the issue of
government funding ideology, the vast majority of them agreed that the
attitude of the government to funding was changing. Other problems of
concern to these administrators include the lack of public awareness of
the true situation in their institutions, the growing competition among
post‐secondary institutions, and the unpredictable funding direction
from the government. Recommends a clear funding direction with
multi‐year budget plan and internal restructuring to prepare for an
increasingly competitive environment.
Needed: The Reaching Mind
Authors: Holcomb John
Published: May 2006

Discusses the concept of “the reaching mind”. Makes the
case that successful learning has to involve the learner as a willing
partner in the process and discusses areas where improvements can be
made to benefit the learning process.
Communication for Accounting Students
Authors: Maupin Rebekah J. , May Claire A.
Published: May 2006

Empirically compares the emphasis given to writing topics by
business communication textbooks and business communication professors
with the writing topics that accounting practitioners believe are most
important. Addresses the questions: (1) Is there an agreement between
the perceptions of accounting executives concerning the importance of
certain written communication topics and the space devoted to those
topics in the business communication textbooks most commonly used by
undergraduate accounting students? (2) Are business communication
professors teaching accounting students the writing skills that
accounting executives perceive to be the most important? Findings
indicate that the business communication courses taken by accounting
majors are not emphasizing the writing topics that accounting
practitioners believe to be most vital to accountants. The implication
is that these courses may not be teaching accounting students the
practical writing skills they will need on the job.
Strategic Planning: The Public School Setting
Authors: Pashiardis Petros
Published: May 2006

Explores the essence of strategic planning and the urgency for its
implementation in the public school setting. Examines some critical
elements for successful implementation of this relatively new field for
education. Specific caveats are addressed that may lead to unsuccessful
implementation. Also presents a brief review and critique of the
strategic planning efforts of a Mid‐Western City School District in
Texas so that the reader can see firsthand what some public schools in
the United States are currently undertaking. Includes (in an Appendix)
some of the parameters of the strategic plan that this school district
wrote as a guide for itself.
Making Russian Managers: Prospects in Post‐Soviet Society
Authors: Holden Nigel J.
Published: May 2006

Describes the environment for management education in the former
USSR, a topic hitherto receiving limited treatment in Western management
literature. Having placed Soviet management education in the general
context of glasnost and perestroika, attention focuses
on key developments since the creation of the USSR′s first business
school in July 1988 to launch the re‐education of up to 14 million
technocrats and officials. A short discussion of the curriculum and
orientation of one Moscow‐based management centre follows. Highlights
certain stumbling‐blocks in the further development of management
education, which involves ever greater participation by Western
partners: the problem of communicating management concepts into
Russian/post‐Soviet terms of reference and Western management educators′
limited appreciation of the psychology of Russians.
The Federal Government in Public Education: An Appropriate
Role
Authors: Holcomb John
Published: May 2006

Discusses the Constitutional responsibilities of the US Federal
Government for public schools. Citing “control follows
funding”, argues that control should remain with the states and
school boards. Offers suggestions for reorganizing educational spending
and improving educational programmes and school standards. Details
important ways for the Federal Government to contribute without taking
control.
Student Poverty in the UK: Some New Evidence
Authors: Cremieux Francois , Johnes Geraint
Published: May 2006

Discusses results of a survey of undergraduates at Lancaster
University, showing that student poverty, while not common, can be
extreme. Identifies a number of characteristics which affect students′
proneness to poverty.
Purchasing Educational Services: An Independent Survey into
Heads′ Views
Authors: Garnett Michael , Mills Ian
Published: May 2006

Investigates, using survey results compiled by Humberside Local
Education Authority (LEA), the perceptions and future intentions of
headteachers regarding the purchase of education services. Presents the
results in quantitative and qualitative formats. Indicates that
headteachers have an expectation that the LEA will respond to the
findings of the questionnaire.
Formal Education: A Paradigm for Human Resource Development in Organizations
Authors: Johnnie P.B.
Published: May 2006

Examines formal education and its contributions to the development of human resources in organizations. Advances the main thesis that formal education has contributed significantly in developing the skills of employees in areas such as motivation, leadership, job design, communication and labour law. It would have been difficult to organize work in a systematic manner without formal education. Formal education therefore is the pillar on which the “wheel” of organizations is made to spin.
Intelligent Timetabling Using a Microcomputer
Authors: Martinsons Maris G. , Cheong Kwan Kong
Published: May 2006

The timetabling of classes is a major education management
activity, with the complexity of the process being highest for
tertiary‐level institutions, especially where students and programme
numbers as well as classroom requirements are growing. Describes the
pioneering development of a microcomputer‐based timetabler using expert
system technology for a Hong Kong tertiary institution with a very
dynamic academic environment. The knowledge, strategies and heuristics
of a small, centralized group of schedulers were modelled and
subsequently represented in a readily‐available expert system shell
which runs on a standard IBM‐type microcomputer. Discusses the broad
feasibility of such expert‐level timetablers, and more generally the
application of this knowledge‐based systems approach.
School‐based Decision Making and Renewal
Authors: Bezzina Christopher
Published: May 2006

Starts off by looking into the changing context of education and its demands on schools. Argues that for schools to function better, a professional culture which offers choice, authority and responsibility through more decision‐making powers and a participative structure at school level needs to be encouraged. Presents, in the concluding section, a decision‐making approach giving the basic prerequisites, the processes, the actions and the basic characteristics for such a renewal at both a national and school level.
Profit Centres, Cost Centres: Part 2
Authors: Morris David , Old John
Published: May 2006

Many educational organizations (universities, FE colleges, etc.)
are introducing financial devolution to operating units. Follows up an
earlier article by the same authors which introduced some of the major
principles underlying the operation of financial responsibility centres
in education. Explores what should be devolved, to whom, how and to what
type of unit. Discusses some pitfalls of profit centre operation.
University Spin‐off Companies: Management Requirements and
Pitfalls to Be Avoided
Authors: Sljivic N.
Published: May 2006

Describes the reasons for increased academic commercialism and some
anticipated problems. Argues that university spin‐off companies have
particular characteristics and problems unique to them. However,
provided they can assimilate and develop the various management skills
and approaches needed, entrepreneurial success can result.
Hong Kong Building Services Engineering: Evaluation of the
Training Scheme
Authors: Au‐Yeung Y.N.
Published: May 2006

Co‐operative education receives worldwide interest and attention
has been given to the better implementation of the policy of
synthesizing education and production. There has also been a focus on
the integration of students into the world of work. The principle was
adopted in the BEng course in Building Services Engineering offered by
the Hong Kong Polytechnic and it is recognized that industrial training
forms an essential part in the development of a building services
engineer. The HKIE has identified a training scheme for the training of
graduates and the scheme in the building services discipline has been
undertaken by undergraduates in the BEng (Hons) course for the past four
years. Evaluates the effectiveness of the scheme through a survey
carried out in which students were asked questions about the training
they received. Suggests recommendations, as a consequence of the survey,
to improve the training system, including its technical content,
management and administration.
New Challenges for Education: Incorporation
Authors: Blackmore Roger
Published: May 2006

Looks at the challenges being faced in the field of personnel
management as hundreds of local technical colleges, colleges of FE and
sixth form colleges up and down the country prepare for incorporation
and independence from their previous local authority control.
The Theory and Characteristics of School‐based Management
Authors: Cheong Cheng Yin
Published: May 2006

Aims to develop the conception and theory of school‐based
management and map its characteristics of school functioning for
facilitating the ongoing discussion and effort for school management
reforms in local or international contexts. School‐based management
employs theories of “equifinality” and
“decentralization”, assumes that “school is a
self‐managing system” and regards “initiative of human
factor” and “improvement of internal process” as
important. When compared with externally‐controlled schools, the
characteristics of school‐based managing schools are very different in
school functioning. They should have clear school mission and strong
organizational culture. In these schools, managing strategies should
encourage participation and give full play to members′ initiative; there
should also be considerable autonomy of procuring and using resources to
solve problems in time; the role of people concerned should be active
and developmental; human relationship is open, co‐operative with mutual
commitment; administrators should be high quality and always learning;
and evaluation of school effectiveness should include multilevel and
multi‐facet indicators of input, process and output in order to help the
school learn to improve.
Cost‐benefit Analysis: An Application in Two Elementary
Schools
Authors: Burns Mildred L. , Patterson Diana , LaFrance Leo
Published: May 2006

Based on the proposition that “per pupil per hour” is a
viable unit for analysing both costs and benefits of education. It is
proposed that “per pupil per hour” is a unit on which
programmes can be analysed and tracked across terms or years to give
trend data. Such trend data can provide better information on which
educational decisions can be based. “Benefits” are defined
as percentages of students who achieved an expected level of
accomplishment set by principals prior to the start of the study.
Whatever the basis of expected success, it is proposed that standards
set at the school level in harmony with the real situation can provide
the most relevant data for programme analysis. Results from this case
study reveal that on a “per pupil per hour” basis, education
is perhaps the best bargain that the public gets.
Training Supervisors of Work‐based Master’s Level Research
Projects
Authors: Lett Brenda M. , Slack Frances
Published: May 2006

The increase in work‐based Master′s level research projects has led
to a demand for the training and support of research supervisors. At
Manchester Polytechnic (now the Manchester Metropolitan University) a
training initiative was developed by the authors. A self‐managed
independent learning package and a structured weekend course were used
to develop and enhance the knowledge of research methods and supervisory
skills in the lecturing staff of the Department of Library and
Information Studies. Describes the way the initiative was set up, the
variety of teaching and learning methods used and the outcomes from the
away‐weekend. A mentoring system for research supervisors was developed
and the role of higher level research in the department was enhanced.
This training initiative should now be used to support research project
supervisors outside academic institutions as well as within the UK′s
universities.
Public Management Development: Evaluating the Evaluators
Authors: Savoie Donald J.
Published: May 2006

There has been a surge in interest in public management development
in the 1980s. Countries that had no management development programmes
introduced new ones, while countries already having such programmes made
far‐reaching changes to them. Initiatives have been costly precisely at
a time when most governments have had to exercise restraint in their
spending. Suggests that governments should have in place rigorous
evaluation plans to assess if the programmes are successful. Reviews the
evaluation efforts of several countries in public management development
programmes. The study reveals that the evaluation record is spotty with
the evaluation efforts of some countries, notably the United Kingdom,
showing promise. In addition, points to several suggestions for
governments to strengthen their capacity to assess the impact of their
management development programmes. Concludes by arguing that governments
tend to bias their evaluation of management development efforts and the
results when they initially identify what ought to be evaluated and how.
Divestment Strategy and Share Valuation: Case Study of a
Public Sector Development Bank in India
Authors: Sankar T.L. , Mishra R.K. , Lateef Syed Mohammed A.
Published: May 2006

Development Banks (DBs) are specialized financial institutions
created for the purpose of balanced industrialization. A development
bank has to act more as a promotional agency than a mere financial
institution. Therefore separate institutions have been set up, namely
State Industrial Development Corporations (SIDCs) in almost all the
states in India for undertaking promotional activities. With the growing
role of Development Banking in India, the SIDCs are facing financial
hardships as they are wholly dependent on Government grants. The paucity
of funds for SIDCs has prompted them to opt for divestment of their
shareholdings from the existing units to recycle the funds for
increasing industrial promotion. Divestment decisions are concerned with
the quantum and timing of divestment and the determination of share
prices for this purpose. SIDCs are different in that their divestment
decisions need not be primarily guided by economic factors (capital
appreciation). Highlights the divestment policy and share evaluation
models adopted by a development bank, namely Andhra Pradesh Industrial
Development Corporation Ltd, which is basically responsible for
transforming an agrarian Indian state (Andhra Pradesh), into a moderate
industrial organization.
Manufacturing Management in Developing Countries with
Particular Reference to the Tanzanian Textile Industry
Authors: Hastings N.A.J. , Msimangira K.A.B.
Published: May 2006

Reports the results of a study of the Tanzanian textile industry,
and draws conclusions which are likely to be applicable to other
industries in Tanzania and to other developing countries. Initially the
authors were seeking to apply modern manufacturing management techniques
such as manufacture resource planning and just‐in‐time to this industry,
possibly with some simplifications or adaptations. However, it became
apparent that the Tanzanian textile industry faces fundamental
commercial and managerial problems, many of which start from the
political background. Details and discusses these problems.
A Strategic Approach to Employee Development in an
Agricultural Bank
Authors: Eldridge Derek
Published: May 2006

Investigates (through interviews) the link between business needs
and staff development policies within the Agricultural Development Bank
of Pakistan. Analyses the Bank′s corporate planning cycle with a view to
suggesting improvements that focus more clearly on staff performance
needs. The corporate planning cycle should involve a more client‐based
analysis of need which can then be matched against the strategic aims of
government and international donors. Targets on performance and employee
development can emerge that draw on the ideas of managers at all levels
and build their commitment to the strategic aims. The training function
could move into a more strategic role.
The Start‐up Problem: Managing for Credibility and Cohesion
in a New Government Agency
Authors: Pullen William
Published: May 2006

Creating a new government agency presents some interesting
management challenges. The “Start‐up Problem” is how to
balance demands for credibility outside with the need to create internal
order. “Liability of Newness” whereby young organizations
will perish unless they quickly supply a credible product to external
expectations must be reduced. Explores some processes used by three new
Canadian agencies in solving the start‐up problem and identifies several
lessons that may help others.
Conference Report: Effective and Efficient Public
Management in the New Europe
Authors: Talbot Colin
Published: May 2006

Reviews conference proceedings on public management in the EC after
Maastricht. Held in Dublin, financial issues, “international,
supranational and transnational” overviews, and structures
policies, inter alia, were discussed. Observes that,
unfortunately, although possible future problems of public management
were highlighted, answers were not always forthcoming.
A Response to Occupational (Workforce) Literacy in a Large
County Government Workforce
Authors: Yaffe Jerry
Published: May 2006

Over the past 12 years scores of reports and articles have been
written about occupational, workforce, or workplace literacy (Workforce
2000 – economic and labour force changes, and skills requirements,
impacting on America). Research and published materials have failed to
address the impact of these issues for the vast local public sector
work‐force. Reports on exploratory research on issues of occupational
literacy in a large metropolitan US county government workforce. All of
the 32 county departments were surveyed regarding Workforce 2000 and
occupational literacy in order to assess employee skills and workplace
requirements, literacy issues, leadership awareness and policies and
planning. Results show a well intentioned, but poorly prepared, (and
preparing) county leadership and workforce, which may well impact on the
quality of future service delivery. Makes recommendations for policy and
programme changes, and for continuing research.
Customized Trainer Training Benefits Top Rank
Authors: Harris Chris , Merchant Sarah
Published: May 2006

Examines how one of Britain′s largest bingo companies, Top Rank put
in place a major training programme in 90 clubs across Britain to
improve customer service. Shows the process of identifying the need for
training, finding a suitable programme (actually customizing an existing
one) and measuring the results. Particularly stresses the growing
importance of trainer training in industry – i.e. companies
training their own people to become trainers. The training programme,
customised to Top Rank′s needs by the Hotel and Catering Training
Company, proved highly effective in achieving the desired goals. Craft
Trainer Awards were given to 250 managers who were trained in the art of
training their staff.
British Aerospace Takes off with Higher Education in
Management Development
Authors: Binnersley Susan , Rowe Christopher
Published: May 2006

Describes how an aircraft factory British Aerospace Defence Ltd
(Military Aircraft Division), Brough forged links with local
institutions of higher education (Hull University and Humberside
Polytechnic) to create two new in‐house training programmes for
supervisory and middle management attaching these to nationally
recognized qualifications (i.e. The CMS and DMS), and which might
usefully serve as a blueprint for similar courses elsewhere. Outlines
the distinctive content of each programme and shows how they are
arranged and monitored; explains how they fit in with possible future
developments (e.g. a company MBA); and concludes with a review of
progress to date.
“Sayonara” Ineptitude: Japan Is Better with ETP!
Authors: Lawson Alan
Published: May 2006

The European Commission′s Executive Training Programme in Japan is
introduced, explaining its contents and objectives, including the
12‐month language module and six‐month “total immersion”
language and Japanese business culture exposure as a trainee working in
a number of prominent Japanese companies. Describing the importance of
human relationships, motivation and work ethic; not in an attempt to
explain “Japanese uniqueness”, but to illustrate the
challenges that face a manager taking up a senior position in Japan. A
successful manager in Japan must dismiss or re‐evaluate the management
techniques experienced in the West.
Stay Put to Get Ahead
Authors: Herriot Peter
Published: May 2006

Based on recent research which suggests that we should revise our
assumptions about managerial careers. Analyses the career histories of
over 700 managers. Rediscovers the facts that salary and seniority are
related to length of service with a particular organization and that
loyalty is rewarded. States the implications for individual career
planning and offers advice for selecting organizations for career
development.
Getting Credit for Your Competence
Authors: Hall Jackie
Published: May 2006

Explores the aims of the MCI′s Accreditation of Prior Learning
Project for Experienced Managers, which was started in 1989 and was
aimed to develop and test methods and materials in pilot centres that
would allow managers to gain certificate qualifications. Examines the
major learning points and presents a new model for Crediting Competence.
Cultural Adventures and Dangerous Liaisons
Authors: Raynaud Marc , Perkins Joanne
Published: May 2006

States that international companies must consider the cultural
differences between countries or risk serious and expensive problems.
Uses real‐life examples to examine mis‐understanding and failed
communication in global business. Describes how such problems can be
identified and anticipated. Observes that many companies now accept the
need for intercultural management as a fact of life.
A Model for Time Management
Authors: Fellows Marcia
Published: May 2006

A manager in a local authority offers her own approach to time
management. Her starting point is to stop doing things which are
ineffective by setting aside time to review. The author outlines a very
personal model which rejects ordered approaches often taught within
training courses. The model represents a way of working based on
personal style, planning and values.
Tapping Your Own Excellence Using NLP
Authors: Kamp Di
Published: May 2006

Explains the approach of neuro‐linguistic programming (NLP).
Outlines its use in enabling managers to uncover their own wisdom and
excellence and explores its distinctive features. Proposes that NLP can
be applied to everyone and can help individuals to overcome their lack
of confidence and can provide the techniques needed to perform at
optimum levels.
Executive Communication in Crisis
Authors: Coulson‐Thomas Colin J.
Published: May 2006

In many companies there is a growing gap between the rhetoric of
corporate vision and the reality of management life. A vision needs to
be communicated and shared. This requires top management commitment,
persistence and communication skills. Managers are deficient in
communication skills and need to be better equipped to cope with change.
What is needed are new attitudes towards, and approaches to,
communication in organizations.
Assessing for Competence at Safeway: Part I
Authors: Stringfellow Mike
Published: May 2006

The role of a store manager in a supermarket was factor analysed to
define 12 key areas of effectiveness. Managers were trained to classify
behaviour observed in competence areas. Assessment is used to identify
training needs based on competences. Part I describes Safeway′s
participation in the Certificate Trials of the MCI. Recommendations are
made on the process.
Executive Information Systems: The Time Has Come
Authors: Omar Mohammed H.
Published: May 2006

Executive Information Systems (EIS) is a new technology emerging in
response to the special information needs of top executives. It already
has its software and hardware support and is growing rapidly. Discusses
the nature of EIS, the need for EIS and the potential resistance to EIS
implementation, desired characteristics of EIS, and available software
and development tools for installing awareness of the need and existence
of EIS. In addition, includes examples of successful experiences with
EIS in companies like Rockwell International, Bank of Boston, Frito‐Lay
Inc., and Hertz.
Management Development Training in the 1990s: Present
Trends and Future Directions
Authors: Lane Michael S. , Blakely Gerald L. , Martinec Cindy L.
Published: May 2006

Management development programmes are increasingly being studied
and evaluated, regarding their efficiency and effectiveness. Presents
the results of a survey of 155 directors and vice‐presidents of
personnel and human resource management departments regarding the
current status of their management development programmes. The results
indicate that management development programmes do not seem to
differentiate between levels of management. This held true across a wide
spectrum of training areas. The results also indicated that the approach
used in teaching (pedagogy) was consistent across management levels.
This lack of variety according to management level seems to go counter
to current theory regarding the differences in skill requirements
between management levels.
Helpers in Management Development
Authors: Mumford Alan
Published: May 2006

Describes three of the situations in which a manager can be helped
to learn by others – problem solving, using networks, colleagues.
States that the reason so many so‐called learning opportunities are not
effective is because they are not managed. Takes six helpers –
boss, grand boss, members, colleagues, subordinates and project clients/
sponsors – and describes the help that each might offer. Finally
describes issues about the helping process.
Self‐development for Developers
Authors: Megginson David , Pedler Mike
Published: May 2006

Reports some findings from the Developing the Developers
report, in particular the high proportion of developers who
differentiate training from development, and their reasons for so doing.
Identify from the research the top ten approaches that developers see as
important for the future. The authors summarize the issues addressed in
their recent book, Self‐development: A Facilitator′s Guide,
which include team building (first in frequency of being seen as
important for the future in the AMED report), mentoring (second),
coaching (third), self‐development (fourth), learning company (seventh),
action learning (tenth). They suggest key issues related to each
approach.
Training for Chaos: Part I
Authors: Peters Bill
Published: May 2006

Part I of a two‐part article. States that in the New Age of
management, IT managers are underskilled in the people and business
aspects. Suggests areas of training for IT management which need to take
place in a “learning organization” environment. Introduces
the areas which are covered in detail in Part II: can management
development really be justified?; and preparing IT management
development programmes.
Building Our Team – From the End of a Rope
Authors: Chapple Geraldine
Published: May 2006

Describes the experience of a manager at R.S. Clare in Liverpool in
developing a teamworking culture. Through workshops and the use of the
outdoors, describes how teamworking moved from being an idea towards
becoming reality in the workplace.
Measures which Help You Work Together as a Team
Authors: Margerison Charles , McCann Dick
Published: May 2006

Looks at instruments which can be used in team development. The
Types of Work Index provides personal feedback to team members on their
job. The Team Management Index helps team members understand the way
they like to work. The Linking Skills Index measures how well a person
implements “linking skills”.
Improved Teamworking Using a Computer System: A Review of
the Belbin Interplace III Expert System
Authors: Woods Mike
Published: May 2006

Over the last years several computer‐based psychometric tests have
become available. They are offered as packages for purchase or as part
of a bureau service. Describes one of the most popular –
Interplace III, based on Meredith Belbin′s work on effective teamwork.
Interplace III, available on IBM‐compatibles, allows managers to assess
individuals and make up their minds on how best teams can be structured.
Used intelligently it provides a tool for selection, assessment and
career guidance.
From Public to Private: The Team Approach at Scottish
– Hydro Electric Plc
Authors: Watson Barrie
Published: May 2006

Scottish Hydro‐Electric plc faced a major change – moving
from the public to the private sector. The strategy involved creating a
higher performance, customer‐focused company. The senior management
group, about 130 in total, were targeted as key people in bringing about
the change. Initial activity set the scene for a programme aimed at
improving personal and team effectiveness as a means of achieving
corporate goals. The combination of playing to inherent strengths and
developing relevant skills has so far proved to be a winning formula.
Organizational Change through Team Development at BICC
Authors: Preston Bob , Holt Paul
Published: May 2006

A programme of introducing teamworking into the business was
undertaken at BICC Cables, a leading cable manufacturer. Teamworking
allowed managers to combine their efforts in dealing with business
strategy and organizational change, and to implement changes in a spirit
of common purpose and shared responsibility. Team development provided
the necessary catalyst for improved relationships and purposefulness,
whilst a focus on actions and follow‐up generated a great deal of
successfully implemented changes in a relatively short time.
Team‐built Teams
Authors: Trussell Fred J.
Published: May 2006

The Meal and Meal Components Section in Unilever Research was
formed at the end of 1990, as a result of the refocusing of the Unilever
Foods organization. With the Cambridge Management Centre a series of
three‐day team‐building workshops was developed which was conducted
off‐site in Northampton. It is noticeable that commitment to take time
out for communication and team building back in the work situation has
been high in “team‐built” teams. The shared experience of
the workshops has also provided a common currency in the day‐to‐day
working of the section. There is much greater awareness of
“differences” in the attitude and approach of team members.
Developing the Team at Northamptonshire Police
Authors: Halsey Gerald L. , Osborne David W.
Published: May 2006

Discusses team‐building initiatives undertaken in an operational
sphere which aimed both to enhance the awareness of individuals of their
own psychological profile and their impact on others, and to develop
them in an organizational milieu by examining their motivational factors
in the context of role clarification, personal responsibility and team
performance. Two management consultants were used, operating in
different but congruous areas, supporting the senior managers on a
corporate venture progressing the principles of the total quality
management concept. The commitment was successful in terms of individual
growth, greater team cohesiveness and operational achievement.
Know Thy Team – and Play Your Trump Card!
Authors: Zieja George , Pecha Su
Published: May 2006

Most executives experience job dissatisfaction at some point, which
they find difficult to resolve and which may affect the fortunes of
their company. The root cause may well lie in a wrongly assembled team.
TeamBuilder is a self‐help programme which, through the aid of an
on‐screen questionnaire, identifies the individual′s role type in normal
and stress conditions, as well as the role type he or she communicates.
TeamBuilder is based on the premiss, developed over many years by the
programme′s creators, that there are five role types which have to be
fulfilled in all teams.
Improvement Teams at Champion Spark Plug
Authors: Strycharczyk Doug , Hogg John
Published: May 2006

Describes a team‐building programme at the manufacturing base of
Champion Spark Plug which aimed to ensure that the people in the
business were equipped and willing to create the changes and
improvements required to achieve the business′s mission and objectives.
The results of the programme of change – via the introduction of
total quality management – have been experienced at a number of
different levels.
MBAs: Degrees of Competence?
Authors: Utley Neil
Published: May 2006

Examines why MBA graduates are often accused of being over‐paid
theorists whose knowledge of business is confined to the classroom and
sterile case studies. Highlights deficiencies with certain types of MBA
programme and the timing for careers. Provides a series of factors
candidates should consider in selecting a programme and employers should
consider before employing an MBA graduate.
Assessing for Competence at Safeway: Part II
Authors: Stringfellow Mike
Published: May 2006

The role of a store manager in a supermarket was factor analysed to
define 12 key areas of effectiveness. Managers were trained to classify
behaviour observed in competence areas. Assessment is used to identify
training needs based on competences. Describes Safeway′s participation
in Certificate Trials of MCI. Recommendations are made on the process.
Using Management Learning Contracts in My MBA: Part 1
Authors: Pascoe Kenneth M.
Published: May 2006

Describes one of three reports submitted under Durham
University/Northern Regional Management Centre′s competence‐based MBA
– Directing and Developing Subordinates. The Management Learning
Contracts approach required: assessment of self; selection of learning
objectives (McBer Competences) and business‐related learning
opportunities. Concepts considered were: influence and power;
behavioural aspects; involving leaders in developing others;
developmental techniques. Describes a work‐based action programme
developing a subordinate utilizing those concepts with an analysis of
learning which occurred and the extent to which this met the learning
objectives.
Performance Management: A New Perspective
Authors: Cannon Frederick W.
Published: May 2006

Describes an approach to performance management incorporating case
studies of BP and Ford as examples of good practice. Argues that a
different approach to performance management is required in the 1990s
which incorporates both task and behavioural objectives drawn from the
organization′s mission and values respectively, and is aimed at line
managers and HR professionals – who are more used to the
management by objectives (MBO) type schemes of the 1980s no longer
appropriate for the 1990s.
Management Development Courses: Do They Work or Is it Time
for Some Changes?
Authors: Butcher David , Bailey Catherine
Published: May 2006

Questions whether current management development programmes do or
can have any lasting value. Suggests that many are inappropriately
focused, seriously limited in their content and unambitious for their
recipients. Argues that management development itself needs to change:
clients have a right to expect a service which has useful, measurable
and lasting effects. The onus is on the providers – internal and
external consultants, and business schools – to deliver this.
Training for Chaos: Part II
Authors: Peters Bill
Published: May 2006

Second of a two‐part article. Looks in detail at evaluating the
effects of training and understanding its objectives, and at specifying
IT management training programmes – together with four criteria
for their likely success.
Professional Coaching in Leadership Development
Authors: Ford Richard G.
Published: May 2006

Professional coaching is a vastly under‐explored idea in leadership
development. Shows how professional coaching is a management tool of
great potential, and can transform the performance of top management.
Coaching can help to manage relationships, improve self‐awareness of
personal impact, and unlock oneself from rigid ways of perceiving others
and their problems. It is particularly relevant for isolated top
management because managers need someone with whom they can communicate
and discuss ideas without fear of organizational or career
repercussions.
Developing Attitudes
Authors: Hay Julie
Published: May 2006

Explains how attitudes are “assumed” from behaviour and
describes five characteristic working styles which can be identified.
Gives examples of each working style in action, shows how different
combinations can lead to conflict, and describes the strengths and
weaknesses of each style. Explains how styles can become compulsive and
gives suggestions for increasing personal effectiveness via
self‐permissions to change certain behaviours.
How to Win More Business in a Recession
Authors: Stuart Cristina
Published: May 2006

Describes the essential communication skills which managers need in
the current competitive business world especially for those responsible
for acquiring new clients in professions such as law, accountancy,
engineering, management consultancy and public relations. Addresses the
issues of how to overcome “buyer uncertainty” and how to
establish credibility early in the presentation, how to discover the
client′s underlying problems and how to select a winning team with a
strong leader.
Retention Skills
Authors: Smith James L.
Published: May 2006

Explores recent survey information into management executives′
ability to retain information within an interactive skills training
environment. Suggests that our ability to learn and understand
complicated procedures come from the action of “doing them”
so interactive coaching, role‐playing participation and practice are the
keys to retentive skill adoption. Group dynamics, training environment,
constructive comment and the quality of the coaching are considered as
important reinforcers to those key elements.
Postmodernism and Postmodernity in Organization Analysis
Authors: Rouleau Linda , Clegg Stewart R.
Published: May 2006

Draws a distinction, via the edited text of an interview, between a
sociology of postmodernity and postmodernism: the latter has an emphasis
on theory and its intertextuality while the former would focus more
evidently on discontinuities in the empirical world which serve to mark
a difference from the ways in which that world has been appropriated and
appreciated through a more modernist perspective. For organization
theory the difference is articulated in particular by the awareness that
there are now counter‐factuals available to challenge some predominant
assumptions about the way in which organization occurs. The assumptions
have a predominantly “Western” basis; some elements of the
challenge come from an increasing knowledge of the specificities of
Asian practice. A crucial axis for comparison between relevant
tendencies towards “modernism” and
“postmodernism” is that of “differentiation”.
Proposes that modernist tendencies are towards the increase of
differentiation, postmodern towards the increase of de‐differentiation
– the throwing into reverse of the tendency towards
differentiation. Considers contrasting models of what a postmodern,
de‐differentiated future might look like in terms of their democratic
potential.
Critical Theory and Organizational Sciences: A Primer
Authors: Grimes A.J.
Published: May 2006

Contrasts critical theory, a collection of writings which critique
dominate ideology, with traditional organizational sciences by
considering six questions which illustrate their differences. Critical
theory (CT) incorporates both natural and hermeneutic sciences to
critique dominate perspectives in organizational sciences. Offers recent
examples of CT‐oriented literature to illustrate the differences.
A Poststructuralist Perspective on the Third Dimension of
Power
Authors: Fletcher Joyce K.
Published: May 2006

Examines the issue of unobtrusive power in organizations by
applying a poststructuralist lens to Lukes′ third dimension of power in
order to highlight the relationship between ideology, discourse and
organizational experience. After identifying the advantages and
limitations of this perspective, offers suggestions on how a
poststructuralist view of power can inform organizational practice.