bluuebunny/crossref_metadata_2025 huggingface dataset:
Countertrade
Authors: Dewdney K.A.
Published: March 2008

Countertrading for many countries acts as a viable alternative when overseas purchasing requirements stretch foreign currency too far, though it is also used as a means of employment protection. The principle can be further divided into the process of barter, switch trading, buy‐back, evidence accounts and counterpurchase, the latter being the most widely utilised form. The communist bloc utilises forms of countertrade for both political and economic reasons relating to its ideologically superior status and shortage of convertible currency, but the practice is also found to a limited degree in Western Europe, the Mediterranean and Near East, Asia, Africa, Latin America, the Caribbean and New Zealand. Countertrade is not for the amateur: it is vital to know all aspects of the deal, including exactly what goods are involved, how and when to be supplied, quality and quantity control procedures, what come‐back is available if goods do not meet standards previously agreed, prices, and market restrictions.
Time Off Work for Public Duties
Authors: Muir John
Published: March 2008

The community needs strong input from the citizenry and since many potentially come from the work group, employers have a special responsibility to look constructively at the issues involved. The law provides employees with rights to a reasonable amount of leave to attend trade union activities, and to undertake the public duties of justice of the peace, member of a local authority, member of any statutory tribunal, member of a Health Authority Board, member of a managing/governing body or council of an educational establishment, or member of a water authority/river purification board. There is no statutory requirement on the part of the employer to pay for the absence. Given the employee's legal right to such leave, it is for the employer to weigh all factors and possibly review the policy of payment or non‐payment, bearing in mind that a positive policy in favour of release identifies the firm as a good employer while allowing the benefit of the employee's broadened experience.
The Electronic Cottage — Haven or Nightmare?
Authors: Thompson Linda
Published: March 2008

Changing work patterns and the development of new technology (principally microcomputers being connected through the telephone network) the way is clear to the “telecommuting” era in which information travels (via coaxial and fibre optic cables) to the workforce, rather than the workforce undertaking the commuting. Only limited categories of people are working in this way at present; data from interviews with 78 female computer programmers/analysts working from terminals at home in 1981/2 reveals a difficulty for women in this position in that working at home may be considered a hobby when combined with caring for young children. It has been said that for most people working at home means “… appalling wages, insecurity and health hazards”. Though there is nothing in the technology itself which is inherently exploitative or oppressive, neither will it automatically reduce drudgery or caring about greater prosperity for all.
Computers — Hard Buy for Software:
Authors: Jacot William
Published: March 2008

Preparatory to software purchases it is useful for the business to make out a document outlining the initial definition and agreement of what the computer is to be used for, examining all possible uses for the computer over a period of time and sorting these by priority into a phased project plan. Based on these requirements a tender may be produced and a choice made, bearing in mind that a programming facility or basic package may only be taken for granted as tried or tested at considerable risk. Any contract should include a supplier's statement that the software supplied is well suited to the purchaser's business requirements; a provision that the majority of payment be made on a results basis; and provision for software maintenance. The Association of Professional Computer Consultants (ACC) is preparing a listing of contractual issues to be considered, especially by first‐time users. (Second part of a three‐part article).
INDUSTRY YEAR 1986
Authors: Chandler CBE Geoffrey
Published: March 2008

1986 has been designated Industry Year to assist in bringing about a change of understanding and attitudes towards industry, that it may be seen as a necessary service affecting the quality of life of every individual, and in order to change Britain's position from bottom of the major industrial league. Industry Year, with the full support of the government, CBI, TUC, BIM and the Engineering Council, will aim to improve awareness of industry's contribution to society, strengthen and add to the initiatives linking education and industry, and encourage industry itself to articulate its role more clearly. Objectives will be fulfilled through harnessing initiatives at local level, through regional working groups, local media, museums and schools. The success of the year will depend on action within industry itself and its component parts — the people and companies involved.
Why Unfailing Quality is a Necessity for Company Survival
Authors: Mortiboys R.J. , Dale B.G.
Published: March 2008

Commitment to the management of quality is central to success and the improvement of market share, as demonstrated by analysis of quality case histories (relating to seven companies) presented last year as part of the Department of Trade and Industry's National Quality Campaign. In each case the chief executives of these companies have taken the lead in ensuring that quality is properly planned and co‐ordinated through all phases from market research to after‐sales service. Strenuous efforts to find out customer wants, and fulfil these cost‐effectively have been pursued in a spirit of co‐operation, taking inspiration from the chief executive.
Managerial Decision Making:Japan vs. the US
Authors: Jones Coy A. , Miller Thomas R. , Bernard Keys J.
Published: March 2008

The major reason for the success of Japanese decision making is the understanding, acceptance and support of techniques by managers and employees, the various stages of the decision‐making process being utilised, alongside the unofficial politics, in direction, subtlety and patience which are intrinsic to the consensual decision process. By contrast US managers register scepticism and suspicion towards participative decision processes; when such a process is used it is primarily for the purpose of improving decision quality, as against the Japanese aim to achieve unanimous consent (not approval). The Japanese process allows decision implementation with little conflict; however the prerequisites for this form of participation may be largely unfilled in other cultures' work places.
Storage and International Distribution Solutions
Authors: Roter Ronnie
Published: March 2008

Recognising the problems besetting companies with storage difficulties the David Martin Group (headquarters at Colnbrook) has started to provide storage space for the high‐tech sector of its client list, including names like Wang, Honeywell and Digital. Every document passing through the Group's system is processed by computer to eradicate tariff and record discrepancies. The service helps the client in two ways by supplying specialised warehousing under controlled conditions and by having products packaged and ready to move when the client wants.
Organising Computer‐based Information Systems Resources
Authors: Goodyear Terry
Published: March 2008

There are two major organisational issues to be resolved with computer‐based information systems (CBIS): who is to be responsible for CBIS, and how is the systems function itself to be organised? The practical implementation of an internal reorganisation of the systems function within International Distillers and Vintners (UK) Ltd delineates several alternatives: board responsibility for CBIS; centralisation/ decentralisation; and increased span of control of the systems department. In the short term, it is considered that some form of specialist knowledge will be required to provide CBIS within this company.
Installing a Micro Network in a Small Firm: The “Personal Touch”
Authors: Rowe Christopher J.
Published: March 2008

A case study, examining the installation of a micro network by a timber group to process their accounting operations, highlights the danger of using personal contracts to set up such a system. It also stresses that the plethora of available computer literature confuses managers with limited computer knowledge and leads directly to the “personal contracts” method of business. The need to approach computer purchases in the same light as any other business purchase is paramount.
Letters of Credit
Authors: Dewdney K.A.
Published: March 2008

The letter of credit is commonly utilised when an exporter has doubts regarding the prospects of receiving payment. It is essential that all possible precautions are taken to ensure that the letter of credit's conditions can be met and are conformed with. If documents are rejected, if it is possible for them to be corrected and returned to the advising bank within the expiry date, then this should be done.
Yield Management
Authors: Wood William J.
Published: March 2008

Yield should be equally considered alongside usage rate and monetary value when managing materials. The precise impact that good yield management (or the lack of it) has on a company will vary from business to business depending on the sensitivity to variations in yield achievement. In order to be effectively managed, production yield performance must be planned and controlled, and this can only be achieved if accurate yield information is available to management. Yield performance data should be collected from each and every stage of the manufacturing process for which it is determined to be measurable, then analysed and comparisons made with established yield standards. The information should be presented to management as “exception reports”, thus emphasising priorities.
Computers in Personnel: Slow Progress
Authors: Torrington Derek , Hall Laura
Published: March 2008

There is not much evidence of a computer‐led revolution in personnel management. An ongoing survey of the uses to which computers are put in 350 establishments suggests a generally superficial take‐up of computer applications, with more being done to take over previous clerical operations than to sharpen the personnel contribution to management decision making and action. It appears that computer scope is not being utilised in the personnel function because many people are fearful of what computerisation could do to the essence of the personnel role; the recession has diverted energies into the problems created by redundancies and training needs; and because in many organisations there appears to be a pecking order for computerisation, with financial and stock control and invoice processing taking precedence. A final point established is that only 70 per cent of establishments using computers in the personnel area allow employees to see their own records, despite the provisions of the 1984 Act.
Management Tools—Project Planning Procedures
Authors: Redway A. Keith
Published: March 2008

In order that a manager ensures the smooth running of all project activities through to a successful conclusion he must use the manpower at his disposal to best effect, commit the financial resources available economically, and meet the necessary time deadlines. This requires a significant effort in planning, the typical plan elements comprising project purpose (objectives); job scope; basis of feasibility; division of responsibilities; responsible personnel; organisation chart; financing arrangements; agreements (contracts); schedule (programme); administrative plans; cost/progress reports/controls; legal, planning and insurance; and implementation of construction.
Evolution of Resource Management in the IT Industry
Authors: Evans Pam
Published: March 2008

Information technology is one of the most fluid industries of our time. F International's positive approach to resource management evolves from the company's determination to survive in the highly competitive computer services sector of that industry. Founded in 1982 with the underlying aim of providing work opportunities for those who choose not to work in a conventional office environment, it is now a leading computer consultancy and software house. The vast majority of the workforce are self‐employed, working from home for a flexible number of hours, based on a minimum availability (whilst working on a project) of 20 hours a week. The disparate workforce is divided into eight regions throughout the UK, each region's management team being headed by a regional manager and including a regional personnel and training manager. Training requirements are established from information gained on actual project work, as well as being tailored to meet individual career aspirations, and training is carried out via distance learning, internal day courses and external courses.
Computerised Stock Control for Manufacturers
Authors: Stock Tony
Published: March 2008

For the majority of manufacturers, computerisation can substantially enhance their competitive edge and stock control is one area in particular that lends itself to the rapid processing power of a computer system. A computerised stock control system can help the manufacturers by manipulating assembly data and providing requirements planning facilities, component costing, kit marshalling, and labour input costing. Software providing these facilities is not easily available and many organisations have written their own inventory packages. The alternative is to use an established package
The Flexible Manufacturing Mission—Some Implications for Management
Authors: Macbeth Douglas K.
Published: March 2008

Flexible manufacturing can be understood and managed even by non‐technological senior management provided they are involved in agreeing market parameters, technological flexibility needs, quality, cost and delivery performances. Abdicating the responsibility of technological decisions to lower levels of management is to be avoided. Companies aiming to satisfy customer needs by rapid response, through having a flexible manufacturing system which integrates market and financial requirements with effective production, will compete in the future. A development path extending three to ten years into the future is required, to integrate flexible manufacturing into an effective element of corporate strategy.
Expert Systems in a Managerial Context
Authors: Martin C.J.
Published: March 2008

At present, there is a wide range of expert systems reported as working or under development, with the number and scope increasing rapidly. They have been under development for a number of years, both as an academic study within the general area of artificial intelligence and in the industrial/medical fields. The recent increased body of experiments and working systems is due at least partly to the development of purpose‐ specific computer programming languages such as Prolog and Lisp and commercially available packages called expert system shells. Whereas traditional computer software is designed to handle data and computation, the new expert system software tools are intended to handle deductive logic in the form of rules and relations between knowledge elements. Systems can be developed in‐house or alternatively a specialist consultant can undertake this work on their client's behalf. Expert systems specifically designed for helping managers are not common at present but there is a group of management advisory expert systems available from PPL. Similar management advisory systems will become more common particularly in view of the increasing availability and use of microcomputers at all levels of management.
Management Development in a Shrinking/Contracting Organisation
Authors: Dainty Paul
Published: March 2008

Management development in a contracting environment demands a difference in emphasis from that of a growing environment. The most fundamental aspect, which indeed characterises much of management development, is in terms of changing attitudes. A research study of 102 middle and junior managers in five large manufacturing companies reveals that there may be a need for some management development advisers to take a second look at how they advocate and perceive management development within a contracting environment. All organisations have political attributes, and the problem, for both the organisation and the individual, is when political activity becomes an end in itself. There may be a strong case for making managers more aware of political behaviour and how to counteract it. Opportunities to discuss and explore problems in a non‐threatening environment may not be a novel or complete solution, but may provide an effective starting point to develop managers in a contracting organisation.
An Alternative to Developing Embryonic Business Units
Authors: Rohlwink Anthony
Published: March 2008

Given the difficulties large corporations have experienced in developing embryonic industries, many have opted to monitor such industries instead. As the industry in question matures, the corporation can either take small holdings in companies, license new products or technologies, or enter into co‐operation agreements with emerging companies. During the embryonic stage, analysis usually focuses on industries in some way related to the corporation's own activities, and services three major objectives: gaining detailed knowledge of the industry's skills and technologies; evaluation of the industry's attractiveness (growth and profitability); and analysis of its success factors. Only when the industry reaches a stage when the resources of a corporation are a major competitive advantage does it consider taking complete control of a company or developing business unit.
Taking the Stress out by Design
Authors: D'Urban Roy
Published: March 2008

Since 1970 ergonomics has gone a long way towards tackling the problem of optimising the interaction between people and technology in the working environment. When planning offices or workstations, designers are far more concerned about the office environment and comfort of the office workers. Facilities management (evaluation of the user's response to the environment after installation of a furniture system), VDU glare, privacy, lighting, ventilation, noise, wire management and electrostatics must all be taken into consideration to obtain optimum flexibility and efficiency.
Electronic Publishing: A Powerful New Tool
Authors: Bowyer Neil
Published: March 2008

Electronic Publishing (EP) can radically improve the way organisations handle their information, retrieving information quickly from any location. Establishing a company database using a computing services organisation's facilities, e.g. Datasolve, provides benefits such as more secure information, and faster access. Examples of problems which have been solved using EP are outlined.
Decision Making and the Project Team: A Model for Increasing Productivity
Authors: Vaught Bobby C. , Walker Weldon H.
Published: March 2008

Significant wage and material price increases, coupled with only slight increases in organisational productivity, are forcing some companies to question their present approach to operational management. A project approach to productivity and creativity is based on the premise that management cannot afford wage increases without a corresponding increase in productivity. Employees can contribute to the organisation through new ideas, better work methods and cost reduction programmes. They want and need recognition and a sense of belonging to the company. A project approach will provide a “teamwork” atmosphere among labour and management, both realising that the longevity of all members of the organisation is at stake. Appointment of a productivity manager with corresponding project managers throughout the company will place the emphasis on increasing organisational efficiency and productivity of the firm.
Computers and Manufacturing Management
Authors: Cheng T.C.E.
Published: March 2008

The combined power of high speed and large storage of the modern computer makes it an ideal tool for providing the basic information that will assist managers in making decisions. Computers are a useful tool in manufacturing because the management of a modern plant is beyond the ability of a human brain to consider the effects, both direct and indirect, of all relevant factors which need to be taken into account if effective decisions are to be made. The computer can be used in general management, forecasting, inventory control, scheduling and product design and manufacture. As a result administrative costs are reduced, forecasting is more accurate, the work environment is improved, there is a smoother information and material flow, better product quality, better inventory control, improved deliveries and increased productivity and profitability.
The Gains and Pitfalls of Countertrade
Authors: Shipley David D. , Neale C.W.
Published: March 2008

Countertrade is a widely used and important means for financing business transactions. Participation involves some serious risks and care should be taken in the selection of countertrade goods, partners and institutions. Forms of countertrade, its benefits to companies and countries, its disadvantages, and guidelines for countertrades are described. Using prudence and sound decision criteria practitioners may gain considerable benefits from this mode of trading.
Strategic Planning and Large Information Systems Installations
Authors: Sen Dhruba
Published: March 2008

Prominent figures in the Information Systems (IS) industry have been propagating the need to integrate the information systems plan of a company with its strategic business plan. They have urged the executive level management to take an active part in charting the role of Information Technology (IT) in their organisation's present and future operations. The primary reason for this has been that the cost of data processing and communications has reached a critical level. A multi‐million pound operation cannot be run without executive systems direction and control. Without a common source, planning, implementation and measurement and control between various levels of management will be meaningless. Despite this, the management approach remains largely tactical, expense‐oriented and short‐sighted. Structures for strategic management of information systems and associated facilities have not yet clearly emerged. In an information systems environment, strategy implies plans, policies and commitment to use IT for exploiting business opportunities in order to achieve the corporate goals of an organisation. Because corporate objectives data, financial and budget data, resource usage, together with service and installations inventory data and personnel data already exist in computer‐readable form for large installations, this makes it easier to implement a computer‐based strategic installation management system.
Computer Maintenance — Speed and Quality are Vital
Authors: Brittaine Robert
Published: March 2008

The need for third‐party companies to provide computer maintenance is certain to become more widespread as end users become more knowledgeable and specific in their requirements. The strength of a third‐party maintenance company is its ability to take on responsibility for the whole installation, its contract flexibility, its pricing structures and its ability to service any make of computer. Points to look for in a reputable company are the availability of spare parts or interchangeable parts from other systems, back‐up facilities (i.e. back‐up machines) and the use of subcontracted service centres.
Materials Management by Computer
Authors: Cheng T.C.E.
Published: March 2008

Materials management is an important and specialised function existing in all industries and utilities. Although the store management and purchasing functions have co‐existed for a long time, the need to integrate and streamline these functions, as well as planning them on a scientific management basis, is considered increasingly important and urgent. Computers can be used to look after their resources optimally and aggressively. Future trends will see the emphasis shift from the mainframe computer to the microcomputer, from traditional inventory monitoring to materials and capacity planning based on decision support systems, and from centralised processing to distributed processing at the microcomputer level.
Now — Conferences by Video Link
Authors: Nash Peter
Published: March 2008

The traditional nature of conferences could change dramatically as video‐conferencing is more widely practised. This alternative is more economic, can be recorded for a permanent reference, is interactive and has novel impact. It is very versatile and new applications are continually being developed.
Expert Systems: Are they Right for your Business?
Authors: Heygate Richard
Published: March 2008

Exper t systems are used to solve problems by drawing on human knowledge and experience. They are used currently in areas such as medicine and finance. A three‐part framework is put forward for identifying, evaluating and developing the opportunities for setting up an expert system. This involves evaluating the strategic and economic benefits along with the problem/application and organisational factors. The real value of an expert system's application is in the strategic advantage it can provide, therefore timely development is critical.
The Effects of Computer Location on End‐user Satisfaction
Authors: Rushinek Avi , Rushinek Sara
Published: March 2008

The question of the location of computers, i.e. whether to have a centralised or decentralised processing system, is of particular concern to managers. A study carried out to measure the impact of computer location on user satisfaction shows that overall satisfaction with computer systems is greatly affected by user expectations, the number of systems and minicomputers. Microcomputers and central processing have a lesser effect on overall satisfaction. This means that additional variables do not contribute significantly to the overall satisfaction of the computer system. The implications of the study are discussed.
Distributed Computing — A Challenge to Personnel Management
Authors: Hamilton R.A.
Published: March 2008

The computer systems developed during the 1960s and 1970s made very little impact on management decision. Management Information System design was constrained by three factors — the technology was large‐scale and inevitably centralised and controlled by data processing staff; the systems were designed by specialist staff who rarely understood the business requirements; and managers themselves had little knowledge or “hands‐on” experience of computers. In the 1980s a greater awareness of the need for planning and better use of personnel information, coupled with the development of distributed processing systems, has presented personnel management with opportunities to use computing technology as a means of increasing the professionalism of practising personnel managers. Effective use will only occur if the implementation of technology is matched by appraisal of skills and organisation within personnel departments. Staff will need a minimum level of computing expertise and some managers will need skills in modelling, particularly financial modelling. The relationship between personnel and data processing needs careful redefining to build a link between the two and data processing staff need to design and communicate an end‐user strategy.
West Germany and New Technology
Authors: Rowe Christopher , Stiegler Roland
Published: March 2008

Within Western Europe West Germany is invariably cited as the technological, engineering‐led society that has become the pace‐setter of Europe. However the Germans themselves see themselves as “laggards” and have been concerned for some time over their approach to technological innovation and entrepreneurship. New technology is a more contentious issue than in Britain, with conservation‐type issues being more important than in the rest of Europe. The Green Party believes that new technology should be used to remove alienating work and provide for a richer, fuller life. The three other main political parties express fewer misgivings over new technology and all advocate its development, although with different provisos. In many respects the picture that emerges is similar to Britain. However there are indications that Germany could experience a more difficult transition to a “high‐tech” society than Britain. German society seems to be attempting to solve its new problems through the improvement of old techniques.
Case: Fuji Fast Forward into the Future
Authors: Foot Richard
Published: March 2008

In November 1985, Fuji Photo Film (UK) Limited set up a new division devoted to the sales and marketing of audio and video tapes in the UK. How Fuji tackled the task, the Japanese/British management style and its influence on the new audio/video division's success are discussed by the divisional manager.
Toward a Policy Framework for Business Information Resources Management
Authors: Cheng T.C.E.
Published: March 2008

Policy guidelines are provided which concern the efficient and effective management of business information resources. Good quality information is timely, accurate, concise and understandable. Planning the systems to use, grouping the resources into logical units, ensuring adequate control over the system are all important.
In Search of Computer Professionals
Authors: Ashworth Ian
Published: March 2008

The shift of the DP role as a traditional administrative function to an integral element of the company's strategy calls for top‐level computer people with all‐round business acumen. Executive searches (head‐hunting) proves more effective than word or mouth, advertising or agencies. British Telecom employed such a search, which is described, immediately after privatisation.
Bridging the Gap between Academic Researchers and Industrial Corporations
Authors: Connell David
Published: March 2008

New technological ideas must be employed more efficiently to increase an EEC country's ability to compete. There are many barriers to exploitation of new ideas, but certain measures can help: academic researchers should be able to undertake consultancy work; increase R&D contracts to small companies; financial institutions need to be more supportive of new technology; Government to promote equity seed capital; academic spin‐outs need low‐cost premises and access to advice; large companies should be encouraged to take minority investments in small companies; collaboration between academia and industry should be increased.
How to be a Successful Project Manager
Authors: Bowenkamp Robert D. , Kleiner Brian H.
Published: March 2008

The project is a one‐time complex event involving many functional organisation elements that must deliver an end item within very specific cost and schedule constraints. The project manager's responsibilities are to plan, control the organisation of manpower, control the basic technical definition of the project output, lead any people organisations assigned to the project, monitor performance, costs and efficiency, and complete the project on schedule and within costs. To do this, the manager should be committed to the plan, be inquisitive and ask the right questions, not manage by exception, insist that work be done right first time, involve manufacturing, know when to freeze and when to go ahead with the plan, and above all, be able to communicate.
Executive Information Systems:
Authors: Garelick Howard
Published: March 2008

Executive Information Systems(EIS) are examined, revealing that although they may be able to deliver information without requiring computer literacy, they have, as yet, several limiting features. Clever marketing and ingenuity in developing personalised applications for micro‐computers have opened new markets of which EIS is one. The characteristics of an “ideal” EIS and the shortfalls of many computer systems produced to date are summarised. Attempts made to meet executive requirements are discussed and criteria set for future technology, such as the use of a combination of in‐house information libraries and outside management reporting systems.
Field Service Reporting and Spares Control: A Two‐way System
Authors: Chismon Norman
Published: March 2008

Field operations at Wang UK Limited have been revolutionised by a system which ensures that emergency requests for service and routine maintenance are effectively carried out by engineers. Customer service is recognised as an essential part of the computer industry's success. Shorter response times and higher service levels are required and can be achieved only by efficient two‐way information transfer. Wang's remote hand‐held terminals, connected to a centralised minicomputer, are focused on. The system is easy to use and has several advantages in terms of the costs, time and travel of the service engineers. Bar coding is used to log the flows of the major spare parts and will later be extended to the whole range of parts.
Fraud and Incompetence in Purchasing
Authors: Evans Eric
Published: March 2008

The purchasing function is particularly vulnerable to fraud. Recent research revealed a number of blind spots in the audit process: collusion between buyer and seller, suppliers taking advantage of incompetent purchasing staff and fraudulent activities by the buyer. A check‐list is provided to monitor the effectiveness of the purchasing operation.
Industrial Displays — Design and Purchasing Considerations
Authors: Astley Bob
Published: March 2008

Man‐machine interfaces and screen images are integral factors in communicating information. Computer manufacturers, however, have long concentrated on improving the capacity of their computers at the expense of the display design. The features of computer screen images, including the colours used, the effect on the eyes and the clarity of the information layout are examined. Pixel and character‐based displays are assessed and subtractive video explained. The impact of the personal computer has created a demand for consultants in screen design.
Information and Decision Making
Authors: Hannabuss Stuart
Published: March 2008

Information plays a crucial role in planning and decision making in organisations. Information‐rich managers build up information networks actively and demonstrate an open‐minded willingness to expose themselves to, and trade, information with others. They harness ideas and knowledge to policy and are characterised as being those decision makers most implicated with framing policy. Theirs is information which goes beyond subject domain boundaries. They show awareness of semantic and psycho‐social barriers in information acquisition and handling, and are motivated to adopt the utility‐benefit approach to information in their company.
The Essential Nature of Management
Authors: Mullins Laurie
Published: March 2008

Management is seen as a process common to all functions of an organisation. Clarification of objectives, planning, organising, directing and controlling Theory X and Theory Y as two extremes of management style are examined. The Blake and Mouton Managerial Grid, as a means of comparing styles, is discussed, as is Likert's four‐fold model of management systems. It is concluded that attention should be focused on the people‐organisation relationships.
MIS Project Risk and Applications Development Approach
Authors: Lynch Robert M.
Published: March 2008

Inherent in MIS applications undergoing development are elements of risk and a potential for failure. A strategy for choosing a development approach based on project risk is presented. Project risk is examined in the light of project size, a development group's experience with a technology and project structure. Three development approaches are considered: SDLC, prototyping and end‐user development. The simple and joint outcomes of project risk vis‐à‐vis development approach are described along with the proposed strategy.
Technology Transfer — An International Two‐way Street
Authors: Harvey Ian A.
Published: March 2008

Britain produces about six per cent of the world's technology, but is one of the few net exporters of licensed technology. R&D spend in the UK is smaller than its main competitors, and more R&D is financed by government. The UK must continue to license aggressively overseas and “license‐in” technology in order to maintain its position. The British Technology Group operates effectively in technology transfer.
The Continuing Impact of Printers on the Office
Authors: Carter John
Published: March 2008

The choice of printer to complement computers, software and business needs is often bewildering and complex. Trends and future developments in the industry are looked at. A practical guide to buying a printer is included. The dot matrix printer is seen as a dominant force in the market‐place. The laser printer currently sets the pace for versatility and quality, but the development of both dot matrix and daisywheel printers has never been too far behind.
Foundation for the Advancement of British Manufacturing Industry
Authors: Hearson Norman E.
Published: March 2008

Launched in October 1986, the Foundation for the Advancement of British Manufacturing aims to assist the communications between the various sectors — whether manufacturers, suppliers, inventors or entrepreneurs. An on‐line applications database will be available to all members to act as an exchange of information.
The Role of Sales and Marketing in Planning and Scheduling
Authors: Dougherty John R. , Gray Christopher
Published: March 2008

Effective planning and scheduling systems improve performance in every area of a company. Interfunctional communication and understanding must improve planning that involves joint plans, and schedules must be instituted. Sales and marketing are crucial to this process since they are the starting point with their forecasts and customer order demands. Sales and marketing's active participation in planning and scheduling creates a raised performance and a consensus‐based, trusting working relationship with all other functions.
The Myth of the Computer Professional
Authors: Rowe Christopher J.
Published: March 2008

The meaning of the term “professionals” in industrial management is discussed as well as its appropriateness. The division of loyalties between a manager's profession and company is not as apparent as some think. In computer management the work, far from becoming more professionalised, has become increasingly deskilled. The “social distance” (Johnson's term) between computer experts and other managers has been reduced and the notion of a “computer professional” is something of a myth.
Information Theory in Practice
Authors: Levy Steven , McInturff Patrick
Published: March 2008

As the US moves from a production‐oriented to a technology‐oriented economic base, information itself has begun to acquire the characteristics of a basic resource, much like oil or labour. Recognition of this transformation, especially its implications for managerial decision‐making, is critical for effective economic and management decisions.
How do Managers Position Themselves?
Authors: Peppercorn A.G. , Skoulding G.A.
Published: March 2008

In a study during Industry Year (1986) 3,000 managers contributed their views of where they would like to be in the future and gave their reasons. They also offered ideas as to what had made them successful so far in their careers, and what training and development they felt they needed for future success.
Just‐in‐time Manufacturing
Authors: Maskell Brian
Published: March 2008

Just‐in‐time manufacturing is a Western adaptation of an influential Japanese idea: the existence of inventory is a way of covering up inefficiencies of procurement, production and marketing. JIT in a western context will often be an extension of the advanced manufacturing techniques introduced in recent years, including computer‐based management methodologies, such as MRP‐II. The steps necessary to establish a JIT environment are indicated, with emphasis on the strategies which overcome the four classic problems of manufacturing management: excessive supplier lead times, inflexible production planning, large batch sizes and long queue times. The article provides an in‐depth discussion on the development of closer customer‐supplier relationships, one of the major bases of JIT. For JIT to function effectively, production planning must be accurate, timely and flexible and the best way of achieving that is with a closed‐loop MRP‐II computerised management system.
Protecting Ideas and New Products
Authors: Moss Charles D. , Evans Ann
Published: March 2008

Are companies effectively protecting new product ideas by using the patent system? Company awareness of the need to use the system to protect new ideas/concepts is focused on, the practical benefits accruing to companies when patents are obtained are discussed, and the necessity for companies to search patent information already in existence is referred to. Comments are made about the present system, with observations on how the recent White Paper, “Intellectual Property and Innovation” presages changes in the patent system law.
Working with Advertising Agencies — The Saab‐Scania Experience
Authors: Einar Lars
Published: March 2008

The development of Saab's strategy over the past decade is described. This has been a success story where conventional marketing methods adapted to Saab's special conditions and applied with the organisation's determination and energy, have brought about this complete turnaround situation.
Managing R&D in a Japanese Company: The Toray Corporation
Authors: Matsumoto Yoshio
Published: March 2008

Japan's Toray Corporation is discussed to illustrate a successful company's evolvement from a textile company into a multi‐product high‐tech company. To achieve this, the company's product development strategy has gone from one of borrowing the technology from others to developing it for itself.
The Challenge of Change
Authors: Wilson Brian
Published: March 2008

There are ways to use the opportunity of change to better effect — to revitalise an organisation and give it advantages over its competitors. By confronting issues, action becomes imperative and unavoidable. Goals need to be clarified with clear time scales for their achievement. A change strategy can then be developed. By involving the people threatened by the changes in the planning of details, one reduces the feelings of threat and gains the employees' commitment. Avoid the pitfalls of too much haste, the overlooking of knock‐on effects to other systems and the failure to reinforce changes.
PRACTICAL CONSIDERATIONS ASSOCIATED WITH EXPERT SYSTEMS
Authors: Rees Patricia L.
Published: March 2008

There are many practical difficulties facing managers who decide to venture into the field of Expert Systems. They will have to cope with both technological and human problems. Care must be taken in choosing the application, software house, hardware and software. A company may decide to build an Expert System in‐house, in which case it will need the right sort of Knowledge Engineer(s). The system must be of obvious benefit to the user otherwise it will fail. Knowledge Acquisition for Expert Systems is difficult, but possible if handled properly. The users of the system must be involved in its design and evaluation and a methodology for doing so is suggested. Managers can no longer pay lip service to the concept of user involvement in the design and implementation of new technology.
ENTERPRISE AGENCIES — THEIR ROLE IN ASSISTING THE ESTABLISHMENT OF SMALL FIRMS
Authors: Moss Charles D.
Published: March 2008

In recent years much attention in the UK has been given to encouraging the establishment and development of viable small firms in order to generate job creation and economic growth. Enterprise agencies, set up by local companies, local authorities and others interested in developing the economic life of the community, have taken a major role in advising and guiding individuals who are starting their own small businesses. Enterprise agencies illustrate the growing importance of the concentration of effort within a community based upon local resources, as opposed to more traditional approaches aimed at bringing in jobs from outside the area by attracting inward investment. Reference is made to the type of services rendered by the agencies which small firm managers and directors find most useful when establishing their businesses. Observations are made about how the counselling relationship develops between the agency and the small firm in the critical early months. With over 250 enterprise agencies in existence, the UK is among the most active of EEC countries in taking positive local initiatives which aid the development of small firms.
EFFECTIVE PERFORMANCE APPRAISAL
Authors: Rankin Gregory D. , Kleiner Brian H.
Published: March 2008

There appears to be no one best method of performance appraisal but there are certain common elements in all effective methods — clear performance goals, quantified levels of performance must be clear, personal rewards should be tied to organisational performance, supervisor and employee should identify ways to improve the latter's performance and implement a plan together, feedback should be provided to the appraiser, and the system must comply with all legal requirements.
PATTERNS OF MANAGING FOR THE FUTURE
Authors: Cunningham Ian
Published: March 2008

Management development methods have changed since the 1970s. Crucial learning involves the changing of assumptions and beliefs — not easily achieved through the methods employed. Managers need to be accepted as human beings with already developed patterns of operating and they need assistance to change those patterns. Learning approaches can work which do not begin with the assumption that learning means giving things to the learner.
OFFICE AUTOMATION AND ORGANISATIONAL CHANGE — THE NEED FOR A NEW KIND OF MANAGER?
Authors: Williams Anne , Rowe Christopher
Published: March 2008

How should Office Automation (OA) be introduced? Organisation and Methods (O&M) often get the task but are not well equipped to do so. Case studies show that OA projects often create problems and that O&M receive the blame. O&M staff need to adopt a proactive role. The growth in information technology demands a new kind of manager — one who combines technological skills with an understanding of business.
TEAM MANAGEMENT PROBLEM SOLVING
Authors: Margerison Charles J.
Published: March 2008

The success of any manager is dependent on his/her ability to develop effective teamwork amongst the individuals who report to him/her. Effective managers develop both technical and interpersonal team management systems. Problem solving in groups is always a major issue. Five key steps which everyone needs to deal with to be effective in team problem solving are presented in the SADIE model.
INTERNATIONAL MANAGEMENT LEADERSHIP STRATEGIES
Authors: Darling John R.
Published: March 2008

Organisational excellence and leadership strategies are of primary importance to successful international business firms today. The keys to organisational excellence focus on four primary factors. First, the firm must take good care of its customers via superior product quality and exceptional service. Second, the firm must constantly innovate. Third, there must exist committed people within the organisation. Fourth, effective managerial leadership must be exercised to connect the other three. Effective managerial leadership is, in turn, reflected in four major strategies: attention through vision, meaning through communication, trust through positioning, and confidence through respect. The management of attention through vision helps to create a focus for the organisation. The creation of meaning through communication involves the capacity to relate a compelling image of a desired state of affairs. Trust through positioning is reflected in managers who make themselves known, and make their positions clear. Confidence through respect is achieved by managers who reflect a positive self‐regard and who are able to bring out the best in others through the inducement of a positive other‐regard.