bluuebunny/crossref_metadata_2025 huggingface dataset:
Recording for the blind and dyslexic: The development of an internet accessible online catalog
Authors: Noble Steve
Published: February 2008

Recording for the Blind and Dyslexic (formerly Recording for the Blind) has been providing audio recordings of educational texts since its founding in 1948. RFB&D's master tape library currently contains over 80,000 volumes, making it the largest resource of its kind in the world. Beginning in 1992, RFB&D initiated a project to develop an online public access catalog that would allow both institutional providers and individual borrowers to search its holdings and order recorded texts via the Internet. Also in 1993, a coordinated pilot project was begun to allow a limited test group of institutional sites and individuals the ability to use the catalog‐ordering mechanism in an effort to gather structured feedback on the usefulness of the system and suggestions for improvements. Although the project cannot be considered an overwhelming success, much insight has been gained as a result of our efforts and will be of considerable value in the development of a future improved version of RFB&D's online public access catalog.
Articles worth noting July‐December 1995
Authors: Crawford Walt
Published: February 2008

Want to keep up with personal computing periodicals? It's not easy. One look at the magazine racks in any good bookstore will show you that there are too many PC magazines out there for any sane person to follow in their entirety. That's particularly true if you're a librarian or otherwise have a life.
New York: The electronic doorway library initiative
Authors: Smith Frederick E.
Published: February 2008

New York State has established the goal of enabling all libraries in the state—some 7,000—to become electronic doorway libraries. An electronic doorway library is a library enhanced and transformed by the use of computer and telecommunications technology to provide electronic services for its users.
Alabama: Multi‐library automation and connectivity initiatives
Authors: Harris Patricia L.
Published: February 2008

There are a variety of multi‐library automation and connectivity initiatives in Alabama. Among these are programs of the following: the Alabama Public Library Service, Harrison Regional Library System, Jefferson County Library System, Library Management Network, Montgomery City‐County Public Library System, the Network of Alabama Academic Libraries, and the PACERS Small Schools Cooperative.
Alaska: Defining connectivity and access in an expansive state
Authors: Elliott Susan , Badger Mark , Brown Kay , Griffin Patrick , Jackson Jimmy , Knavel Brenda , Orsborn Alys , Markel Razumny Aja , Treuer Phil , Ulmer Fran , Ward Roberta
Published: February 2008

The real challenge of Alaska's changing telecommunications landscape is approaching the opportunities in an orderly and logical manner. Given the exciting nature of the possibilities that new technology presents, it is all too easy to get wrapped up in what is new, instead of what is truly useful. For that reason, the main focus of the Telecommunications Information Council (TIC) in the near future will be developing and adopting a comprehensive technology plan for the state, and then examining where new technologies fit into that plan. The Knowles/Ulmer administration's first task in this effort was to reinvigorate the TIC and charge it with taking the lead in bringing Alaska back to the forefront of telecommunications technology. Our state has long had a reputation for leading the way in telecommunications. Our climate, geographic size, and location have always forced Alaskans to be innovators in technology. Supercomputers and satellites have operated in and above our state for many years, but much of that momentum was waning. That needed to change.
California: Library information technologies
Authors: Will Barbara , Hinman Holly , Jewell John , Ouye K.G. , Siminitus Jackie , Tennant Roy , Will Barbara
Published: February 2008

As in every state, rapid technological developments have affected the way California libraries deliver their services, and, in turn, have generated new relationships for them with private and public partners. The libraries of California were hit hard by a prolonged and severe recession, yet they could not afford to wait for better economic times before joining the technological revolution.
Delaware: Library automation and networking
Authors: Sloan Tom
Published: February 2008

The automation and networking of libraries in Delaware is moving rapidly. In 1991, Delaware conducted county‐ and state‐based pre‐conferences to the White House Conference on Library and Information Services. Following the White House Conference, the Delaware library community held a statewide planning conference, which produced “An Action Agenda for Delaware Libraries,” 15 concise resolutions to substantially improve Delaware libraries by the year 2000. The automation and networking of libraries was the Action Agenda's top priority.
Florida: Library networking and technology development
Authors: Wilkins Barratt , Flynn Mark W. , Fuchs Linda T. , Mounce Marvin W. , Parker Charles E. , Rudd Peggy D. , Webster Lawrence
Published: February 2008

Networking in Florida reflects the socioeconomic and geographic diversity of the state. Organizational, telecommunications, and governance structures are diverse and complex. Network development has been a grassroots effort involving all types of libraries, with coordination provided at the state level. The Florida Division of Library and Information Services, Department of State (also known as the State Library) has assumed a leadership and coordinating role for many years, facilitating the growth of networking through advice, counsel, and funding. In 1985–86, the State Library commissioned an extensive study of libraries of all types with an eye toward coordinated networking and resource sharing. The resulting Florida Long‐Range Plan for Interlibrary Cooperation served as a blueprint for network development. That plan was revised annually through 1990–91 and was completely reworked in 1994 as the Florida Plan for Interlibrary Cooperation, Resource Sharing, and Network Development, with extensive input from a wide range of stakeholders in the library and information community.
Idaho: Library automation and connectivity
Authors: Bolles Charles
Published: February 2008

The development of cooperative library automation and connectivity in Idaho has been influenced by its geographical size, demographics, and technological development. Idaho has some 83,557 square miles with a population of about 1.2 million. The distances between population centers have been a detrimental factor to the development of automated library cooperation within the library community. A final demographic consideration is that from a commerce standpoint there are three Idahos. Northern Idaho looks toward Spokane, Washington, as the center of its service area. Eastern Idaho's trade center is Salt Lake City, Utah. Mountains and deserts divide these areas from the third major trade area, southwestern Idaho, which is centered in Boise.
Iowa: Making the information connection
Authors: Wetteland Annette , Caswell Jerry E. , Jones Judy , Leigh Patricia R. , Shaw Craig , Smith Sharman B. , Stark Ted , Woods Larry
Published: February 2008

Networked information is viewed increasingly as a critical component to economic development and competitiveness, to essential improvements in our educational systems, and to public access to information in support of an informed citizenry in a democratic society. Iowa is a part of the changing environment affecting the creation and distribution of information. Iowa libraries use electronic information in a variety of unique ways as evidenced in the following reports.
Louisiana: Status summary of statewide library initiatives
Authors: Coco Carolyn , Boe' Ralph , Coco Carolyn , McKann Michael R. , Thibodeaux Terry
Published: February 2008

LOUIS is the online library system that automates and links 17 Louisiana academic libraries. The NOTIS Library Management System (LMS) is used to automate the catalog as well as the circulation, acquisition, and serial functions of these libraries. In addition, journal databases are shared and accessed by LOUIS participants via LOUIS OPAC menus. The LOUIS Office, a department of the Louisiana State University (LSU) Office of Computing Services, trains and supports the staff at each library in these endeavors. The NOTIS software and all LOUIS data are resident on the LSU mainframe (an IBM 9672‐R53 system 390 Enterprise server), and accessed using LaNet (Louisiana's wide area, multi‐protocol network); however, each catalog is maintained by the librarians at each university or college. Funding for LOUIS was initially provided by Louisiana Education Quality Support Fund grants from the Louisiana Board of Regents and the U.S. Department of Education. Ongoing implementation and support of the existing system, as well as investigation and implementation of additional library networking activities, are now funded by a combination of an appropriation of the Louisiana state legislature and membership fees from all LOUIS institutions.
Maryland: Sailing into the electronic future
Authors: Smith Barbara G. , Kelley Todd , Leather Deborah J. , Smith Barbara G. , Sumler David E. , Talley Greg
Published: February 2008

In December 1995, Sailor held a “Golden Spike Ceremony” to mark the completion of a statewide telecommunications network that enables Marylanders in all 24 counties to access the Internet without charge from libraries, home, offices, schools, and kiosks in several shopping malls. Governor Parris Glendening said, “Sailor levels the playing field….This will enable people to meet their information needs more efficiently and to explore this amazing new means of communication.” Then he pounded a railroad spike into an enlarged map of the Sailor Telecommunications Network, amidst the cheers of the many people who helped implement the project thus far.
Michigan: Building electronic community information centers: Public libraries
Authors: Palmer Eileen M. , Donohue Anne , Parr Susan S.
Published: February 2008

Over the last three years, many of Michigan's public libraries have begun to redefine themselves in order to continue a long tradition of providing quality educational, recreational, and informational resources to the state's residents; 378 public libraries in Michigan provide public library service to 99.9 percent of the state's residents. With such impressive coverage of statewide service, it is little wonder that public libraries feel a strong responsibility to provide their clients with access to electronic information resources.
New Jersey: Libraries and the information superhighway
Authors: Livingstone John H.
Published: February 2008

The Vision for a New Jersey Statewide Public Information Network (see below) has been initiated, to date, in a piecemeal fashion, utilizing the limited funds now available.
New Mexico: Information technology initiatives
Authors: Watkins Karen
Published: February 2008

Information technology in New Mexico has not yet become an integral part of education, government, or library functions. In recent years, however, diverse local and regional efforts have started to come together, and significant planning and implementation activities are being undertaken, funded by the state as well as local and regional entities. With all connectivity initiatives, there is a focus on partnerships and a concern about shared infrastructure. Libraries have taken the path of host‐to‐host connectivity instead of developing a centralized system with a statewide catalog supported by mainframe. Statewide library networking has been and continues to be largely based on local initiatives.
North Carolina: Statewide automation and connectivity efforts
Authors: Christian Elaine J. , Bradburn Frances , Cooper Sandra M. , Daquila Janice L. , Doyle Pamela , Gass Beverley , Langelier Pat , Lysiak Lynne , Blume Nye Julie , Ryckman Pat , Sigmon Joel
Published: February 2008

From providing public Internet access in rural communities to pioneering the development of a model automated document delivery system, libraries of every type in the state are engaged in a variety of multi‐library automation and connectivity efforts. The following descriptions include projects from academic libraries, public libraries, state agencies, and a library school.
Oregon: Library automation developments
Authors: Brandis Rushton
Published: February 2008

Several efforts cover the Oregon library automation landscape. They include Oregon Information Highway Project; Oregon Bibliographic Information System (ORBIS); Portland Area Library System (PORTALS); the Internet Connectivity Handbook; a statewide report on frame relay; and database licensing.
Pennsylvania: Public‐private partnership
Authors: Wolfe Gary D. , Cole Barbara , Emerick John , Fogerty James S. , Olson Larry , Witmer Ann
Published: February 2008

Over the past two years, Commonwealth Libraries, the State Library of Pennsylvania, has extended Internet access to 220 school, public, academic, and special libraries. Using a text‐based interface, access has been provided through library staff, who attended basic and advance training workshops. The goals of the project are to
South Dakota: Maximizing service through multitype library cooperation
Authors: Thompson Ronelle , Harrison Bonnie , Kolbe Jane , Thompson Ronelle
Published: February 2008

The South Dakota Library Network (SDLN) is a statewide automated library system of 40 member libraries with more than 2.8 million items in its database. Begun in 1986, SDLN member libraries include public, school, hospital, government, and private and public college and university libraries.
Wisconsin: Events signal promising future
Authors: Wilson Bill , Bocher Bob , Drew Sally , Lohr Neah , Penske Todd , Wilson Bill
Published: February 2008

One word characterizes the implementation of information technologies and advanced telecommunications in Wisconsin over the past decade: “uneven.” Wisconsin was a leader in the development of its statewide union catalog, known as WISCAT (Wisconsin catalog). From its humble beginnings in the early 1980s, WISCAT has grown into a CD‐ROM‐based catalog that contains 4.97 million titles and 24 million holdings from 1,084 contributing libraries in the state. Wisconsin's state library agency, the Division for Libraries and Community Learning, had an early Internet gopher and was among the first states to have a World Wide Web home page. On the other hand, the development of Internet access in libraries throughout the state has been slow. Great strides and technological innovation are much in evidence in some localities and regions, but other areas lag far behind. Measured by the comparative percentages of school and public libraries with Internet access, Wisconsin has been lax. Several events in the last two years hold promise for correcting this situation and for moving Wisconsin into the passing lane on the information superhighway.
Rebooting the east: Automation in university libraries of the former German Democratic Republic
Authors: Seadle Michael
Published: February 2008

Who knows what scholarly gems lie behind the iron doors of research library stacks in what used to be called “East” Germany? Today anyone with a network connection and a Web browser can know at least some of the answers, thanks to a major automation effort.
Technologies for learning: Instructional support at Cornell's Albert r. Mann library
Authors: Koltay Zsuzsa , Trelease Ben , Davis Philip M.
Published: February 2008

Cornell University's Albert R. Mann Library was featured in a 1994 Library Hi Tech issue as a prototype of the electronic library. Mann Library, the winner of the American Library Association's first Library of the Future award, presented its systematic approach to creating a new digital research library, an approach that employs modern methods rooted in classic principles to form a vibrant, organic whole by integrating the print and the digital library. Mann's approach is based on having a clear understanding of what our mission is and constantly rethinking what we are doing to achieve it. Consequently, a lot has happened at Mann since 1994. This article describes the library's new program of instructional technology support, while a series of short reports focus on some of the other Mann Library projects.
How to Avoid Failure and Gain Success in Management Development
Authors: Margerison Charles
Published: February 2008

Vast amounts of money are spent on management development. This includes not only formal courses, whether they be in educational organisations or within companies, but also the job related efforts that continue from day‐to‐day. If we add to that the support systems such as the salaries of management development specialists, their secretaries, the office facilities and then take into account the resources in terms of space and educational technology, the sum involved per year is colossal. There is a continuing expansion of management development activities with the pressure of managers to keep us up to date in their respective fields and industries which become increasingly professionalised and complex.
Supporting Management Self Development
Authors: Pedler Mike
Published: February 2008

This article consists of four parts. The first part describes some of the forces in management and society in general which are supporting the move towards self‐developmental approaches to education and training. The second part suggests that managerial competencies and skills generally come about not through formal training but as a result of self developmental processes. Following this is a brief description of management self development — what it is and what it means in practice. The final section of the paper discusses the need for support in the self development process and suggests that support groups of learning communities go some way towards meeting this need.
Management Development in the Small Firm: A Case Study
Authors: Harrison Margaret
Published: February 2008

Preparation For Change. The Company I am the managing director of a business which distributes solid fuel, oil, lubricants and allied products. I own nearly half the shares, whilst my brother, a practising accountant who acts part time as our chairman, owns the rest.
Management Education for Real
Authors: Bennett Roger
Published: February 2008

There is a crisis facing management education today. The importance of effective management in the development of profitable enterprises and a sound economy is recognised, as is also the contribution that management education can make in helping to develop more effective managers. However, the current economic situation in many countries, particularly the UK, has brought about drastic cuts in the financial support available for management education.
Extending Managerial Skills — A Case From a Telecommunications Company
Authors: Barron David
Published: February 2008

A major finding of a symposium held in Abu Dhabi in 1979 by the Stanford Research Institute was that the major challenge in the Gulf States in the 1980s would be a lack of managerial talent. This factor is now exercising the thoughts of many commercial, industrial and financial enterprises and organisations in the region both in the public and private sectors. Facing the joint needs of rapidly expanding organisation, the demands of maintaining growth in a stagnant economic environment, and a far reaching programme of localisation of jobs, the pressures placed on managers in the region are intense. It is a situation in which western countries, with their longer history of management expertise, are finding severe problems: these are magnified for the newly developing Arab manager, who also has to contend with his problems in a glare of publicity where every action is subject to intensive analysis.
Management Education for the Retail Industry—The Australian Case
Authors: Kiel Geoffrey
Published: February 2008

Increased market segmentation is likely to be an emerging trend in management education in Australia. To date management education has been “production oriented”, concentrating on functional areas such as accounting, marketing and human resource management. The formal, institutionalised management education industry has sought to turn out functional specialists (B. Com., B. Bus. (accounting)) or generalist managers (M.B.A., B. Bus. (management)) with an underlying assumption that these graduates will function effectively in any industry.
Competence Development
Authors: Padden Jim , Faulder Ian
Published: February 2008

This article outlines a particular approach to skill development which has been found to render positive results in a variety of management and interactive skills programmes. The approach centres on the development of specific skills for specific purposes. Three situations where it has been used are outlined. The features of the approach are described, and the implications for managers and management educators are drawn out. In conclusion the need for skills development as a systematic continuous process is highlighted.
Reality Shock: The Link Between Socialisation and Organisational Commitment
Authors: Dean Roger A.
Published: February 2008

Reality shock occurs when a new employee's expectations, established prior to joining an organisation, differ significantly from what is experienced upon entering the organisation. This paper examines the organisational commitment and organisational entry literatures, and develops a model that links these two bodies of theory. It is hypothesised that reality shock has a negative impact on the degree to which an individual is committed to the organisation. Three strategies are suggested for reducing reality shock and building commitment.
An Executive Transition: A Management Development Case Analysis
Authors: Miner Frederick C.
Published: February 2008

The need for a top management transition is a situation that eventually faces all ongoing organisations. While some replacements require quick and decisive actions necessitated by the death or serious illness of the chief executive officer (CEO), a major corporate blunder, or some other catastophic event, the more typical scenario involves a longer transition period. The former mode of transition (catastrophic event) has generally been considered a “revolutionary” change, while the latter has been classified as an “evolutionary” event (Bigelow, 1981). Yet, the differences between these two extremes appears to be based far more on the duration of the change, perhaps intensity as well, and not on the general process of change involved.
No Fault Career Counselling: What it is. What it should be
Authors: Newport R.G.
Published: February 2008

This paper proposes a new dimension to the career counselling function. It suggests an approach to solving the personnel problems currently caused by the combined effect of the economic recession, the influx of “baby boomer's” into the management sector, and the correction of past hiring errors, and changes in life style.
Evaluation and Predictability in Management Development
Authors: Brodie Morris
Published: February 2008

An important test of a management development programme, in terms of conception, design and implementation, is the extent to which a predictable impact is achieved. Management development, with its usually broad‐based purposes, is a hazardous field within which to anticipate effects and consequences, but the obligation to do so is considerable. Statements of programme and learning objectives increasingly point in this direction, but given the complexity they tend to remain more at the level of presumption than testable propositions. The problems entailed are difficult, but the limitation on credibility represented by neglect of this obligation is serious for those involved in management development thinking and practice.
Planning and Evaluating Management Education and Development: Why So Little Attention to Such Basic Concerns?
Authors: Jack Duncan W.
Published: February 2008

There are probably very few college management teachers, industry trainers, or organisation development specialists that have heard of Hamburger University. Believe it or not, Hamburger University really does exist in Elk Grove Village, Illinois and it is a very large operation. You guessed it — Hamburger University is the international training centre for McDonald's Corporation and since its establishment in the basement of a Chicago restaurant in 1961, it has graduated almost 20,000 McDonald's managers and franchisees.
Integrated Management‐Organisation Development in a Developing Country: A Case Study
Authors: Bussom Robert S. , Elsaid Hussein , Schermerhorn John R. , Wilson Harold K.
Published: February 2008

Most organised development efforts in developing countries have historically focused on health care, food sufficiency, infrastructure, or technical and vocational training. However, the need to enhance concurrently managerial and organisational capabilities has been increasingly recognised. This is currently being addressed in many developing countries through formal management development projects sponsored both locally and by such external agencies as the United States Agency for International Development (USAID) and the World Bank, among others. As interest grows in effectively accomplishing planned management development in such settings, and as the magnitude of resource commitments to development projects increases from local and international sources, there is a corresponding need for guidelines on how to do these development activities well in the settings of third world countries. The purpose of this paper is to suggest a comprehensive design for management and organisation development that incorporates learning from the author's experiences with a three‐year middle management training project conducted in Egypt.
Developing Managers for Social Change
Authors: Peter Hollis W.
Published: February 2008

The current world recession highlights the widespread difficulty government and business leaders have in managing national industrial economies to use existing technology, plant and equipment, and most importantly, human resources. Unemployment in the OECD countries rose to 29.3 million in 1982, and was expected to reach 32 million by the end of 1983. GNP in these countries fell from a general growth rate of 3.4 per cent in 1979 to minus 0.5 per cent in the first half of 1982. However, managers of business organisations must, as they have always tried to do, anticipate changes in their economic and social environment which will affect them and their organisations, and attempt to cope with them. What important social trends are impacting on organisations in the non‐communist industrial world, and what are the implications for managers and for management developers over the next decade?
Managerial Research and Management Development
Authors: Willis Quentin
Published: February 2008

The purpose of this article is to discuss relatively recent approaches to describing the nature of managerial work and identify the skills needed for successful managers and the implications of such research for the development of managers.
Effectiveness in Management Development
Authors: Mumford Alan
Published: February 2008

Three different aspects of effectiveness in management development are drawn together: effective managerial behaviour, effective learning processes and development processes emphasising effectiveness.
Managerial Stress, Relaxation and Performance
Authors: Orpen Christopher
Published: February 2008

Managerial stress exists and has to be coped with. The author describes a study that demonstrates that cue‐controlled relaxation can be applied to groups of managers to reduce psychological and physical stress. The study involved 36 middle managers with stress problems who were randomly exposed to treatment and non‐treatment, which consisted of a three‐week programme to teach conditioned relaxation responses to self‐administered cues. Three months after both groups completed measures of psychological strain, physical strain and job satisfaction. Results indicated that the treatment reduced psychological and physical strain and improved job satisfaction, but had a negligible impact on performance and physiological strain.
Using Action Research to Design a Management Development Scheme
Authors: Marsh Nicholas , Russell Linda , Robinson Paul
Published: February 2008

The authors describe the use of an action research approach in designing a management development scheme which successfully commands the support of line management. The client was a large company, which had previously operated management development on an ad hoc basis, but had come to see a more planned approach as crucial to a total strategy aimed at business turnaround.
Management Development—“An Island of Change”
Authors: Smith Barry
Published: February 2008

A key feature of management development is the policies and practices adopted by organisations. As part of a series we have invited executives accountable for introducing management development policies to outline their approach. Barry Smith of Mobil Oil starts the series.
Learning to Cope with Change in the 80s
Authors: Binsted Don
Published: February 2008

People in many walks of life are becoming increasingly aware that the environment in which they work and live is turbulent. The days of certainty and predictability seem to have vanished. Things happen which significantly affect us but over which we appear to have little or no control: things which are “out there” in the environment; changes in society; the world economic situation; the state of the competition, or as a result of government policy.
Performance Appraisal and Its Link to Strategic Management Development
Authors: Laud Robert L.
Published: February 2008

Faced with the conflict between decreasing productivity and a disenchanted labour market, what opportunities does management have to rebuild a healthy work environment? One solution lies in the ability of management to stimulate work behaviour to meet productivity demands and reward desired behaviour to satisfy individual goals. A recent survey of the appraisal practices of a sample of Fortune 1300 firms revealed an overall acceptance of the concept of Performance Appraisal as a viable methodology for those firms.
The Need for New Future‐Oriented Management
Authors: Korey George
Published: February 2008

The challenges of the future require a new discipline, Managerial Futuristics, the role of which is to provide a useful framework for decision making by developing reasonable assumptions about the future, these based on assessment of present conditions, identification of future dangers and opportunities, and evaluation of alternative approaches to policies/issues. The fundamental rules of good management must be retained also, i.e. understanding of people; vision, courage, and creativity; the ability to delegate properly and to make sound decisions; however, these must be allied with knowledge of the advanced technological and managerial tools available, to implement the change process.
Team Management Profiles — Their Use in Management Development
Authors: McCann Dick , Margerison Charles
Published: February 2008

The Team Management Index, a 60‐item self‐completion questionnaire, generates a 3,000‐word profile (after the answers have been fed into a computer program) which outlines the individual's work preferences in the areas of decision making, team building, leadership, information management, organisation and personal relationships. The Team Management Profiles have been used successfully in a variety of management development exercises, one‐to‐one counselling, team development workshops, and self‐evaluation.
The Changing Portfolio of Business Schools
Authors: Tigert D.J.
Published: February 2008

Applications for MBA programmes in North America are on the decline due to declining budgets, declining faculty supply, and criticism of the real value of the MBA qualification. Radical restructuring in the face of these problems has produced expansion of the Executive MBA (now offered by over 60 business schools), non‐degree executive programmes (the cash flow from these now exceeds that of degree programmes), and in‐house programmes (the fastest growing form of new executive training). The University of Toronto's Faculty of Management Studies portfolio of programmes will evolve primarily in areas where it can achieve meaningful differentiation and dominant market position, aiming for half of total revenue in 1990 to be derived from programmes initiated in 1983.
Achieving the Capacity and Competence to Manage
Authors: Margerison Charles J.
Published: February 2008

The differing levels of experience existing within career development require identification and differentiation in their training requirements. A model defining eight such levels, from initial training experience through to corporate and political experience, is useful, and some of the work based on the action learning format provides sound guidelines. Gordon Wills has demonstrated that such learning can be incorporated into a practical educational structure at postgraduate level through involving companies in sponsoring individuals to work on key projects as the central element in their learning. These directions must be considered in future so that management education and development might ally in helping managers effect the transition between managerial levels.
The Mobile Managerial Family
Authors: Cooper Cary L. , Makin Peter
Published: February 2008

The management development adviser has a crucial role in ensuring that geographical mobility retains status, and that the organisation recognises, and makes adequate provision for, its pitfalls. A survey of managers from more than 50 British organisations suggests that managers need to feel that such moves are contributing to positive career and personal development, rather than that they are being moved at the company's whim in order to fill empty places. It is apparent from case studies presented that, unless organisations wish to lose experienced managers, they should expect and accommodate a manager's desire to “put down roots”, when this becomes an important consideration to the individual concerned.
Preselection for Assessment Centres: Some Choices and Issues to Consider
Authors: Warmke Dennis L.
Published: February 2008

The issue of assessment centre prescreening is very important for both practical and legal reasons: some kind of prescreening must take place, and organisations using assessment centre technology was felt to be ideally suited for integrating complex individual variables such as personality, ability, motivation, needs, symptoms, coping preferences, etc. Four of these were seen as an aberration and entitled: “Stress Adaptors”, “Stress Seekers” and “Stress Avoiders”, and the findings suggested that Stress Seekers may be viewed as ideal managers, but Stress Adaptors should be recognised and cultivated.
Applications of Assessment Centres Multinationally: The State of the Art, Obstacles and Cross‐Cultural Implications
Authors: Imada Andrew S. , Van Slyke Mark D. , Hendrick Hal W.
Published: February 2008

Despite objections to, and frustrations of, cross‐cultural research, there are commonalities, these being that assessment centre methodology is seen as a better tool for decision making, resulting in lower staff turnover rates, involving management to a greater degree, and demonstrating to individual employees the organisation's interest in upgrading their personal skills. Assessment centre cost remains a large obstacle, but attempts to justify this cost by means of documenting gains might be helpful. In addition to the different forms of feedback from assessees the assessment centre concept needs to be more widely marketed; and supporting technologies and personnel need to be developed to sustain the concept. Cultural stereotypes (regarding managers) need to be allowed for at a regional level. Assessment centres have been found to generalise across levels, organisations and industries; they can also, from this evidence, be extended across cultures.
The Role of Management Development in Making the Transition from an Entrepreneurship to a Professionally Managed Organisation
Authors: Cranston H.S. , Flamholtz G.
Published: February 2008

Once a company has had success as an entrepreneurial venture and has grown in size it must make the transition from entrepreneurship to a professionally managed organisation. The role of management development is believed to be a critical component in this transition. Senior management must give their support if transition is to be successful. A case study of Knapp Communications Corporation (KCC) is presented. Corporate background is outlined with the role of management development in the company's transition, the nature of the programme used and its impact discussed.
Improving Management Development Through Better Participant Selection
Authors: Gray Jerry L.
Published: February 2008

Through better participant selection, organisations can make better use of their management training budget. Companies often waste money by training the wrong type of person or by not preparing them properly prior to training. A management development plan should be used to identify suitable individuals for training and the type of training needed. The performance problems of existing managers should be diagnosed to distinguish between ability and motivation problems. There should be increasing managerial accountability for proper participant selection. The participant's manager should support his participant by following up his efforts to implement the training. Participant accountability should be implemented as recognition of their having gained something from the management training programme. As a result of these strategies, programmes will be more effective from the trainer's and organisation's perspective. Participants will be more motivated and committed to developing themselves as managers.
Privatisation and Cultural Change: A Case Study of Management Development in British Telecom
Authors: Smith Peter E. , Barnard John M. , Smith Geoffrey
Published: February 2008

The privatisation and reorganisation of British Telecom (BT) presented its various divisions with the problem of transferring commercial awareness at the top management level to middle management level. A management development programme was designed which combined computer‐based business strategy modelling and “best practice” modelling in human relations. These areas were previously treated separately. The greatest problem for senior managers was modifying their values. For middle managers the problem was that their values were overturned and themselves threatened. The one‐week courses allowed fears and confusions to be aired and examined. By exposing managers to “best practice” procedures they were given frameworks to help them determine how to forge a relationship between a sensible economic strategy and a complementary culture. The programme has been very successful and is to be implemented in other BT businesses.
Incorporating Career Counselling into Management Development
Authors: Verlander Edward G.
Published: February 2008

All management development programmes set out to train managers to manage the link between a stable, loyal workforce, cost control and the organisation's overall strategy. This career development is a catalyst which leads to assertive action to provide employment security rather than job security. This in turn leads to redeployment of human resources based on a more sophisticated match between profitability needs of the organisation and the expressed work, job and career needs of each employee. The steps of the career‐counselling process and the kinds of managerial competencies a management development programme should help managers acquire are outlined. Through explicit managerial attention to career development and counselling these will have a positive, organisation‐wide impact.
The First Line Supervisor and Their Managerial Role
Authors: Gilmour Peter , Lansbury Russell
Published: February 2008

For management development activities to be successful at the supervisory level, they must take note of the effects of organisational characteristics such as task structures, control systems and the allocation of authority. These needs are often neglected. A long‐term study of over 1,200 first‐line managers in Australia has shown that essentially two types of managers exist: “managerial” and “supervisory”. The former are younger, better educated and aspire to future careers in middle and higher management. The latter group are older, less formally educated and have spent most of their life on the factory floor. The “managerial” group are more technically qualified but lack experience and confidence in dealing with others. The “supervisory” group tend to highlight difficulties in dealing with rapid technological change and its effect on their role. Each group requires training and development which will complement their strengths and help overcome weaknesses.
Management Development in Manufacturing Industries
Authors: Boyes Rod L. , Greenwood Ronald G. , Lephardt George P.
Published: February 2008

Human resource management activities in major American corporations have changed significantly during the past five to seven years, both in scope and direction. Many large manufacturing‐based corporations have begun to recognise the need to redevelop their ability to manage change in the production process and facilitate technology transfer on an organised basis. Firms have reviewed their human resource development activities and recognised gaps in the structure, methods of delivery and evaluating human resource development. Those who have done so are beginning to see some clearly identifiable trends and concerns. A major trend in the larger corporations is the establishment of in‐house programmes tailored to their needs. Firms that are not large enough to establish their own programmes are concerned at the lack of interest and ability of universities to deliver suitable programmes.
A Holistic Approach to Management Development
Authors: Smith Jerald R. , Golden Peggy A.
Published: February 2008

Managerial work includes the use of cognitive skills and affective processes. Management education programmes usually provide an adequate coverage of cognitive skills but have less success with behaviourally non‐specific skills. An effective programme should combine the use of behaviourally specific cognitive skills with practice in affective skills. The computer‐based simulation game appears to encompass these requirements. Learning acquired through the simulation process will have enough job‐related realism to result in an ultimate transfer to the workplace. Simulation should not be a replacement for basic knowledge acquisition, however. It is simply an opportunity for providing practice and reinforcement of basic knowledge.
Assessment Centres: Breaking with Tradition
Authors: Griffiths Peter , Allen Barry
Published: February 2008

The current business world is very different to that in which the original assessment centres were designed 50 years ago. The traditional centre still serves well for selection at lower organisational levels, but nowadays the need is for accurate diagnosis of development needs that include the delegate in the assessing process. Time must also be allocated for delegates and assessors to agree on evaluation of performance and sketch out a development plan. Hoechst (UK), seeking to develop managerial staff to director level, decided to adopt this Development Centre method. The Development Centre is described, and its impact assessed by Hoechst's divisional executive director.
Breaking the Shell that Encloses Your Understanding
Authors: Casey David
Published: February 2008

The role of the set adviser at Ashridge Management College is discussed with reference in particular to methods of dealing with difficulties encountered by participating chief executives. Five tasks for the set adviser are identified: to facilitate giving and receiving; to clarify the processes of action learning; to help others take over tasks 1, 2 and 3; to act as a personal consultant to set members in the group setting. Typical characteristics and needs of chief executives are given to help illustrate the necessary roles.
Manpower Training and Development: The Qatari Experience
Authors: Muna Farid A.
Published: February 2008

After 30 years, the oil industry in Qatar has relatively few Qataris in middle and senior management posts. The reasons were the small indigenous population, the lack of manpower planning, attractive employment opportunities elsewhere, and indifference towards training by the international oil companies. Now nationalised, and with a Qatari chief executive, one of the oil companies commissioned the author to set up a Qatari development and training scheme — described here in detail — suited to the socio‐cultural environment.
The Challenge of Multinational Team Development
Authors: Malcolm Rigby J.
Published: February 2008

Throughout the world the workforce is becoming increasingly multinational, with the USA in particular welcoming large numbers of immigrants, many of them highly skilled and educated. It is being questioned whether present HRD and OD techniques are suited to multicultural workforces at these higher organisational levels. In team development activities, major differences in values and behaviour often exist between team members from different cultural backgrounds. However, these differences — relationship to authority, attitudes to conflict and confrontation among them — can be neutralised or utilised.
Issues Concerning High Technology Managers from Multiple Cultural Backgrounds
Authors: Lewis John C.
Published: February 2008

In the high technology environment of “Silicon Valley”, California, the companies have a high percentage of foreign‐born employees, often with a strong sense of ethnic identity. An OD project in one such company with production problems revealed that organisational complexities needed greater teamwork from managers who were, due to their diverse backgrounds, unconsciously at odds in their assumption sets and values. Inter‐group team‐building workshops, coaching, added organisational structure, and cultural awareness training greatly improved working relationships.
A New Vision of Leadership
Authors: Sashkin Marshall
Published: February 2008

Research on leadership is reviewed, beginning from the now abandoned idea of the “born” leader. The present view of the three elements important for the understanding and practice of leadership are personality, leaders' behaviours and situational factors. Beyond that, attempts are now being made to analyse and define the charismatic or visionary leader.
Life Span of Management Development Institutes
Authors: Grandford Wright Robert
Published: February 2008

The characteristics of organisational growth and decline are described, ending in demise or renewal. A “case study” then illustrates these stages — entrepreneurial, maturation, aging and demise — as they are demonstrated in a management development institute. Guidance on how to keep such an organisation at its optimum level is suggested — a state of “dynamic equilibrium”.
The Keys to Successful Goal Achievement
Authors: Lawrence Timothy L. , Kleiner Brian H.
Published: February 2008

Activity and self‐confidence are key elements of management success. High achievers are recognisably more open to choices and search for more efficient ways of doing things. True winners project their success, they look like winners. This article examines the psychology of winners and their patterns of success, including theories of self‐expectancy, self‐motivation, self‐discipline and self‐projection. This all adds up to a practical guide to goal achievement.
Management by Degrees: A Case Study in Management Development
Authors: Espey James , Batchelor Pauline
Published: February 2008

International Distillers & Vintners (UK) Ltd and the International Management Centre from Buckingham, together devised an MBA programme that was custom‐made for the company's needs. Thirteen executives successfully completed an 18‐month part‐time action learning programme that developed their managerial skills while also being closely focused on — and benefiting — the company itself.