bluuebunny/crossref_metadata_2025 huggingface dataset:
The Influence of Technologists on Corporate Decision‐Making in the United Kingdom
Authors: Ryan M.
Published: March 2008

One reason for the poor performance of UK industry in the management of technology is the rift between corporate decision‐making and technology as a discipline, creating a barrier to the influence of technologists on policy making. This paper presents evidence from recent secondary sources, which indicates the weak position of technologists by comparison with other specialists in organisational hierarchies. Reasons for this relative lack of organisational power can be found both in the aspirations and attitudes of technologists and in culturally‐induced organisational structures, which act to severely limit the participation of technologists in decision‐making at the highest levels. Some cross‐national comparisons are referred to. Suggestions are made for ways in which a more even balance between disciplines within UK companies might be achieved.
How Advanced is Modern Chinese Manufacturing Management?
Authors: Wacker John G.
Published: March 2008

Impressions garnered from a six week teaching spell in China suggest that expanding capacity is causing problems in production flow and inventory organisation. Inadequate databases contribute to excess inventories and ineffective materials, labour and equipment management. Production managers have wide responsibilities and do not delegate; they lack time for strategic planning. Planning procedures are old‐fashioned, quality control is poor and quality and price are not competitive. There is over‐reliance on imported materials. The primary need is for training of managers and technicians to promote better planning.
Distribution Logistics — An Appraisal of Alternative Methods
Authors: Crabtree David
Published: March 2008

In recent years, two distinct methods have emerged for the replenishment of distribution sites from a central manufacturing source. At the 1985 annual conference in Philadelphia of the American Production & Inventory Control Society, the two methods were each reviewed by the industrial consultants credited with their development: Robert Goodell Brown explained his method of “Fair Shares” allocation, while André Martin dealt with “Distribution Resource Planning” (DRP). The two approaches are described in a simply way and the strong and weak points of their practical application are summarised. Most companies would be better off using fair shares, a few using DRP, but all companies must understand both if they are to be able to make the right selection in their own circumstances.
A Theoretical Model for Product Elimination Decisions
Authors: Gupta Yash P.
Published: March 2008

All products eventually reach a point in their life cycle where they should be eliminated from the product line but this decision is generally ignored by management for several reasons. However, current developments in new manufacturing technology will force management to implement strategies for eliminating a product at an appropriate time in its life cycle. A model is presented based on the Theory of Shock Models which could help management decide when to terminate a product.
Teaching and Research Directions in Production/Operations Management: The Manufacturing Sector
Authors: Hill T.J.
Published: March 2008

The pendulum of importance has swung decisively towards the area of production/operations management. This gives POM faculty an opportunity: it is critical that POM faculty within the UK address themselves to the core issues of the area, help provide direction within educational institutions, orientate research and teaching towards the plant‐based needs of industrial business and capitalise on the favourable and growing opportunities provided by fresh sources for publication, funding and research.
Dealing with Inherent Variability: The Difference Between Manufacturing and Service?
Authors: Morris Barbara , Johnston Robert
Published: March 2008

The debate about whether any difference exists between manufacturing and service operations is discussed. There is no difference per se between the two types of operation and that debate about differences between them is spurious. There are significant differences between operating systems which process materials and those which deal directly with customers. These differences are sufficient to require different treatment for material processing operations and customer processing operations. The similarities and differences between the two types of system are demonstrated, and strategies for managing customer processing operations are outlined. If an appropriate strategy is adopted, customer processing operations are very similar to material processing operations, but other strategies exist which make customer processing operations very different from material processing operations.
Production Management Techniques: A Proposed Methodology for Overcoming Barriers to Acceptance
Authors: Oakland John S. , Sohal Amrik
Published: March 2008

This paper presents the results of the second part of a study into the “barriers to acceptance of production management techniques in UK manufacturing industry”. The results of a telephone survey and detailed in‐company work carried out with seven manufacturing companies are presented. The important factors contributing to the successful usage of the techniques and concepts are discussed in detail and a proposed methodology for widening the application of techniques is outlined.
The Flexibility of Manufacturing Systems
Authors: Slack Nigel
Published: March 2008

Many of the new pressures from today's manufacturing environment are turning manufacturing managers' attention to the virtues of developing a flexible manufacturing function. Flexibility, however, has different meanings for different managers and several perfectly legitimate alternative paths exist towards flexible manufacturing. How managers in ten companies view manufacturing flexibility in terms of how they see the contribution of manufacturing flexibility to overall company performance; what types of flexibility they regard as important; and what their desired degree of flexibility is. The results of the investigations in these ten companies are summarised in the form of ten empirical “observations”. Based on these “observations” a check‐list of prescriptions is presented and a hierarchical framework developed into which the various issues raised by the “observations” can be incorporated.
Application of Just‐in‐Time Manufacturing Techniques in the United Kingdom
Authors: Voss C.A. , Robinson S.J.
Published: March 2008

There is widespread interest and discussion of Just‐in‐Time (JIT) manufacturing but little is known about the actual uptake and pattern of use of JIT and its constituent techniques. This article reports the results of a survey of UK manufacturing companies. The survey examined the level of consideration of JIT in the UK, the nature of the JIT effort, the JIT techniques used and not used, the effectiveness of the various techniques and the benefits reported from JIT. The data are reviewed by industry, sector, size and parent company and conclusions are developed concerning the nature of the application of JIT in the UK. The data indicate that though the overall level of interest in JIT is high, there are a number of causes for concern in the way in which it is being implemented.
The Project Manager in the 1990s
Authors: Stallworthy Ernest A. , Kharbanda Om P.
Published: March 2008

In the continuing endeavour to work towards ever better management, the project manager has a crucial role to play. This monograph assesses the requirements of project management in terms of training and experience, demonstrates what sort of person the project manager should be, and also the role that should be played by the project team. In order to illustrate the manner in which the essential qualities in both the project manager and his team are displayed in action a number of completed projects worldwide are reviewed. Both successful projects and disastrous projects are used to demonstrate the way in which the problems encountered in real life can be met and overcome. In conclusion both the prospects and the problems that the future may hold for the project manager are assessed.
A Critique of Some Current Assembly Line Balancing Techniques
Authors: Bhattacharjee T.K. , Sahu S.
Published: March 2008

This paper briefly reviews the assembly line balancing techniques developed over the last 30 years. It attempts to establish the direction of research, to identify unexplored areas with potential for study and recommends future courses of action.
Flexible Manufacturing Systems and Manufacturing Flexibility in the United Kingdom
Authors: Lim S.H.
Published: March 2008

Flexible manufacturing systems are being implemented at a rapidly increasing rate. A study of management issues arising from the implementation of flexible manufacturing systems was undertaken between June 1985 and March 1986. This article is based on the study of twelve systems in the UK and is primarily concerned with flexibility and its achievement. The survey showed that management objectives were inconsistent and incongruent. Such inconsistencies and incongruencies have influenced the flexibility of systems. Emergent rather than deliberate strategies for flexible manufacturing system development have been observed. A flexibility audit in conjunction with the setting of long‐term and shorter‐term company objectives is recommended for future applications.
An Investigation of Bottleneck Position in a Multi‐Stage Job Shop
Authors: Fry Timothy D. , Philipoom Patrick R. , Keong Leong G. , Smith Allen E.
Published: March 2008

In this paper, the authors investigate the effects bottleneck machines have on the performance of a multi‐stage job shop. The operation performed by the bottleneck and its position in the product Bill of Materials is varied to determine the effects on system performance. It was found that the best place for the bottleneck machine to be located was at gateway operations located low in the Bill of Materials.
The Use of Artificial Intelligence in Process Planning
Authors: Chu Chao‐Hsien , Wang Hsu‐Pin
Published: March 2008

During recent decades, the emergence of artificial intelligence (AI) from computer science, psychology and linguistics has created a great impact on the design and implementation of process planning systems. This article provides a review of the state‐of‐the‐art AI‐based automated process planning systems. A generalised framework for expert process planning systems is proposed and prospective research issues are discussed.
Integrating MRP with Information Systems through the MEISE Grid
Authors: Ho Chrwan‐jyh , Dilts David M.
Published: March 2008

A framework is presented based on the MRP Evolution‐Information System Evolution (MEISE) grid to classify MRP users in terms of the diagonal band along the dimension of information processing system development. The classification scheme provides a guideline for the information system specialist to make necessary adjustments of information systems when they decide to upgrade their MRP systems. Furthermore, the MEISE grid also facilitates the organisation of information and production functions while maintaining overall co‐ordination. Finally, the operational implications of deviating from the diagonal band are discussed.
A Functional Objective Search Approach to Aggregate Planning
Authors: Gilgeous Vic
Published: March 2008

This article details how survey evidence of aggregate planning practice can be modelled to develop a functional objective search (FOS) system which incorporates the strategies and multiple objectives of the aggregate planning problem. The system is structured to be interactive in use and capable of providing near optimal, low cost planning decisions which reflect different functional interests. The FOS system is validated using data concerning a paint company taken from the literature. A wider range of aggregate planning variables and issues are also explored during 125 test runs in which the system is used to consider varying functional emphasis, variable worker productivity and profit.
Multi‐Item Inventory Models with Co‐ordinated Replenishments: A Survey
Authors: Aksoy Yasemin , Selcuk Erenguc S.
Published: March 2008

In a multi‐item environment with a joint set‐up cost structure considerable savings may be realised by co‐ordinating the replenishments. This article presents a unified survey of the inventory control literature designed to capture the models that fit in this frame. In general these models are complex and require a great deal of computational effort to obtain an exact solution. The literature relies mainly on heuristic procedures.
An Expert System Aproach to Discrete‐Change Simulation
Authors: Chaharbaghi K. , Davies B.L. , Rahnejat H. , Dobbs P.J.
Published: March 2008

There are a number of major prerequisites in the planning, design and operation of all manufacturing systems. These include resource planning, production flow analysis and reliability assessment. The application of these methods form an integral part of an overall feasibility study, the result of which leads to a desired system configuration. Analytical techniques have been employed as corrective tools to amend proposed configurations in an iterative manner. Their role is to reduce the host of initial options that are proposed, thereby arriving at the optimum. There are two main shortcomings with these traditional analytical procedures. Firstly, the complex algorithms formulated are inflexible and dedicated to particular measures of performance. Secondly, they are generally used independently and this gives untold problems for integration within the iterative procedure. These problems are further exacerbated by the diversity of interdependent features associated with flexible batch manufacturing environment, and by external perturbations that can break‐down their steady state characteristics. There is a major need for a robust tool to be established that forms a coherent manufacturing control strategy and will minimise the effect of disturbances on the performance of manufacturing systems. The achievement of this in real‐time by an intelligent‐based package is a tall order. The formation of an expert system off‐line, however, is quite feasible. Such a system using discrete‐change simulation is formulated. The method encompasses production flow control as well as reliability prediction analysis. The established methodology is then applied to a real industrial system to configure the most appropriate operational philosophy over any desired production period.
Production Management Techniques: Push‐Pull Classification and Application Conditions
Authors: De Toni Alberto , Caputo Mauro , Vinelli Andrea
Published: March 2008

A unitary scheme which classifies certain subsystems, within production management, according to push and pull logics is proposed. The three subsystems described are: inventory management, manufacturing priority assignment and material picking and moving, and production planning. The classification proposed is a starting point for establishing application requirements. The characteristics of the production context, not the inherent logic, determine the choice of the most feasible techniques. Techniques with different logics can hence coexist in the same production system.
Measuring the Effectiveness of Quality Control Circles: A Goal Programming Approach
Authors: Ebrahimpour Maling , Ansari A.
Published: March 2008

Certain Japanese techniques have been introduced to American management; one of these is quality control circles (QCCs). The intent of this article is to address the managerial aspects of QCCs rather than to explore their internal operation. A goal programming (GP) model is proposed and run with a microcomputer‐based program. The purpose of this model is to evaluate the multiple goals of QCCs and the allocation of available resources for QCC members' activities. This model will assist management in measuring the effectiveness of QCCs in the organisation.
New Competition in the Service Economy: The Five Rules of Service
Authors: Grönroos Christian
Published: March 2008

In the Western world we are already living in a service economy. Services do not only account for a substantial part of gross national product, but they are also becoming the basis for a competitive advantage for many firms. Moreover, it is not only important to manage services successfully in the service sector of the economy. For manufacturers of goods, the service elements in their customer relations are becoming increasingly important. A competitive advantage can be developed by managing these services well. Implementing a service strategy requires a new “service know‐how”. Five rules of service are put forward and discussed in the present article. These rules cover demand analysis, quality control and marketing.
Preserving the Multi‐service Concept in the Change from Entrepreneurial to Professional Management
Authors: Morgan Ivor P.
Published: March 2008

Close inspection of many services reveals them to be multiple services (multi‐services). Many others, such as ski resorts, entertainment centres, motorway service complexes and restaurant/hotel developments, are more obviously of a multi‐service type. The inter‐relationship of the component services of a multi‐service is often closely held by the entrepreneur during the early stages of the venture, and may still be the subject of experimentation. Moving from entrepreneurial to professional management requires definition of these service inter‐relationships. Division of the concept into its components to simplify control, and the use of separate performance maximising incentives are hazardous approaches. The first objective of new control systems should be to replicate the entrepreneurial multi‐concept service. Experimentation should be left until later.
De‐industrialise Service for Quality
Authors: Teboul James
Published: March 2008

In service operations the importance of the interface with the customer should be recognised. Care must be taken to ensure that activities of great relevance in industrial settings such as productivity and cost reduction are not applied with detrimental consequences to service delivery. Three strategies designed to increase customer satisfaction in service situations are reviewed.
The Industrialisation and Span of Retail Banks' Delivery Systems
Authors: Huete Luis M. , Roth Aleda V.
Published: March 2008

Technologies for the delivery of financial services, such as ATMs, home banking and other self‐service media, are having a profound impact on the design of retail banks' delivery systems. The results of an empirical study based on a probability sample survey of 117 US retail banks, in which the channels of delivery for typical banking products are investigated, are presented. Several of the basic assumptions of a conceptual framework depicting the relationships between service contents characteristics and service delivery channels are tested. Specifically, this article considers how banking services (transactions and enquiries) generally vary according to the type of delivery channel emphasised by the bank for its target market (industrialisation level) and according to the number (span) of delivery channels available to the customer. It also shows the relationship between these two key factors in delivery system design, industrialisation and span.
Customer Care in Service Organisations
Authors: Lewis Barbara R.
Published: March 2008

The quality of service and customer care in the context of the marketing of services are considered. The focus is on distinguishing characteristics of services, definitions of service quality and the use of consumer research to assess expectations of and satisfactions with service quality — providing examples from a variety of organisations. Particular attention is given to the interpersonal interactions between contact personnel in service companies and customers, and the need for internal marketing, a consumer orientation, and the consequent provision of customer care, with reference to a number of examples in the tourism and financial service sectors.
Effects of Adaptive Process Planning on Job Cost and Lateness Measures
Authors: Hancock Terence M.
Published: March 2008

In a small‐lot manufacturing facility, process planning is the task of specifying a machine series that will produce a certain part from a given raw material. Traditionally, the same machine path or routing is followed each time the part is released for manufacture. A prototype system is developed which adapts routings according to job specification (process quantity and due date), as well as shop conditions (the relative cost and availability of alternative resources). The performance of this system is then compared against the traditional fixed method, as well as two single‐focus, adaptive strategies (least‐cost and least‐load), drawn from research.
The Senior Production Manager: Working within a Network of Human Relationships
Authors: Feldman Howard D.
Published: March 2008

Senior production managers are placed in a network of relationships which both influence and are influenced by the responsibilities of their jobs. The results are reported of a study of the difficulties of the relationship demands imposed by the job requirements of 16 senior production managers. In addition, similarities and differences among their jobs are identified and discussed. Results indicate that work relationships perceived as similar and highly demanding include, among others: bargaining and negotiating with external contacts, supervising the quality of their subordinates' work, and needing to create a good impression on people outside their firm. Differences among their jobs were most evident in the following areas: the level of importance assigned to supervising the quantity of their subordinates' work, the manner in which the respondents earned their authority, and the extent to which the participants depended on their bosses to determine the scope of their job boundaries. Consideration of these demands and how they affect the job context may help to identify the particular skills necessary for a specific senior production management position.
Productivity Measurement in a Manufacturing Company
Authors: Mohanty R.P. , Rajput Illiyas
Published: March 2008

Productivity improvement is central to the growth and survival of an organisation. The results of a study carried out to measure productivity in a wire rope manufacturing company are described. Several models of productivity are developed and tested to draw out weak operational spots for the company. An illustration of how the results can be used to derive predictive models of company productivity and total unit cost is provided. Cause and effect diagrams are presented to establish the logical premises for taking action towards improvement of productivity in the operational areas.
An Improved Procedure for Economic Order Quantity with All‐unit Price Discounts
Authors: Gupta O.K.
Published: March 2008

Suppliers often offer price discounts for large purchases. These discounts are generally of two types: all‐unit discounts and incremental discounts. An improved procedure is presented for determining the economic order quantity under an all‐unit discounting scheme. Upper bounds on the total relevant costs are obtained which are used to discard certain high‐price ranges from consideration.
Quality Management Effectiveness — An Analytical Approach
Authors: Duncalf A.J. , Dale B.G.
Published: March 2008

In every manufacturing company, irrespective of size, product and other variables, management are constantly involved in quality‐related decisions which have a direct effect on product quality. An analytical method is described for assessing an organisation's approach to quality management. On application, managers are provided with information on the reality of their quality assurance activities. An overview of some of the issues involved in decision making is provided, followed by an outline of the research methodology, and, finally, the “method” is presented with some results arising from its application.
Mapping Manufacturing Concerns and Action Plans
Authors: Ward Peter T. , Miller Jeffrey G. , Vollmann Thomas E.
Published: March 2008

The manufacturing strategy literature suggests a number of areas in which decisions are of strategic importance. This study uses a survey of manufacturing executives from 213 business units in the United States to explore empirically the concept of strategic decision categories and improvement programmes that are related to each category. The concerns expressed by the 213 manufacturing executives are categorised and are shown to correspond fairly well with the strategic decision categories from the literature. The survey responses to questions about plans for programmes and activities to improve manufacturing over the next 2 years are also categorised. The relationships between planned programme categories and the strategic concerns that underlie them are explored and summarised.
A Conceptual Model of Service Quality
Authors: Haywood‐Farmer John
Published: March 2008

A model of service quality is developed which includes three groups of service quality components: physical and procedural, behavioural, and judgemental. Classification schemes for service operations based on their relative degrees of labour intensity, process and product customisation, and contact and interaction between the customer and the service organisation are reviewed and synthesised. The application of the service quality model to different classes of service organisations are discussed.
Implementation of Inventory Systems in China
Authors: Yi Yu , Gershon Mark
Published: March 2008

The problems encountered when attempting to incorporate modern systems for inventory and materials management into a rapidly developing country are discussed. Specifically, the case of present‐day China is used as the focus of the study. After reviewing some historical background for the present situation, recommendations are provided for the gradual adoption of modern inventory practices in light of the limited capital and technology available for the transition.
Computer Use by Production and Operations Managers in New Zealand Industry
Authors: Batley T.W. , Mangos T.P.
Published: March 2008

The main objective of a 1986 survey of production and operations managers throughout New Zealand industry was to determine the extent of computer use. The survey explored the use of microcomputers, mini computers and mainframes by production managers. Job title and responsibilities of the manager responsible for the majority of production management functions were investigated. It appeared that information and decision making in production management was fragmented in most organisations. The survey examined the main uses of computer information and control systems in production planning and inventory control, the perceived benefits and problems. The main computer brands in use and types of software were also analysed. Comparisons were made with surveys of British companies and some work in the USA.
The Impact of Trends in Service Operations on Food Service Delivery Systems
Authors: Jones Peter
Published: March 2008

This article identifies three main trends in service operations. It identifies how these have been applied to service industries in general and to the food service sector in particular. The relationship between these and specific industry sectors is identified. The application and implementation of these trends in food service organisations is discussed in relation to the organisational culture, leadership style and systems that such firms adopt.
Implementing Integrated Production and Distribution Planning Systems
Authors: Miller Tan , Liberatore Matthew J.
Published: March 2008

The development and implementation of an integrated production and distribution planning system requires more than the optimal solution of a set of mathematical models. Success is achieved when the organisation addresses both the technical and human issues in planning. The approach followed by a process manufacturer over the last five years to integrate fully its production and distribution planning and scheduling system is described. Reduced distribution costs and improved co‐ordination and communication are the principal benefits of this successful implementation. The major technical strategies adopted to co‐ordinate the tactical and short‐run planning and scheduling system are discussed, followed by the key organisational and human factors which play a vital role in the functioning of a successful system.
Productivity Improvement: An Important Issue for Private and Public Sector Organisations
Authors: Shaw W.N.
Published: March 2008

This article discusses current productivity improvement issues facing organisations in the UK and elsewhere. A brief overview of the UK resource utilisation position in central and local government, industry and commerce is provided. The international perspective is then outlined using examples of successful productivity organisations, productivity campaigns and company productivity improvement programmes taking place outside the UK. The article refocuses on the UK by reporting the findings from a productivity study of 28 private and public sector organisations. In conclusion it is suggested that operations managers and directors, especially in the UK, need to think about productivity improvement as a strategic as well as an operational issue.
An Evaluation of a Full‐/Part‐time Tour Scheduling Methodology
Authors: Showalter Michael J. , Mabert Vincent A.
Published: March 2008

With the increasing emphasis on improving service sector staff scheduling, many organisations have turned to employing part‐time staff in greater numbers. Operating managers need to schedule this staff in an efficient manner to cover the highly variable demand that is commonly present. This study demonstrates a number of important factors that influence how well staff schedules can be matched against variable demand. Four heuristic staff scheduling procedures are examined that provide optimal, or near optimal, staff schedules under different operating conditions. It is shown that variability in demand controls the number of excess staff hours scheduled, and that the smaller the number of daily shift hours and/or the number of days worked per week, the lower will be the level of excess staff hours scheduled.
What Future for Employment?
Authors: Thornton Peter , Wheelock Verner
Published: March 2008

Contemporary society is increasingly confronted with the socio‐economic problems generated by what has been described as the end of industrial society and its transition to a post‐industrial society. The most immediate symptom of this transition process is the high rate of unemployment being experienced by all the advanced industrialised nations. The aggregate percentage of the labour force unemployed in April 1978 in Canada was 8.6; in Italy 6.8; in Belgium 10.4; in Great Britain 5.8; in West Germany 4.4; and in the United States 6.0.
Creating and Sharing Wealth ∼
Authors: Wilson Brian
Published: March 2008

This article explores the concept of Added Value, its definition and importance, in planning for national and company productivity.
Industrial Relations Training
Authors: Wright Sam
Published: March 2008

Let me introduce the Industrial Relations Training Resource Centre and explain what it is doing and plans to do. On the way I shall introduce some issues which affect employment and managers—or should do.
Industrial Democracy: the Lessons of the Lucas Campaign
Authors: Elliott David
Published: March 2008

The orderly extension of collective bargaining to cover health and safety, job design, product development and investment programmes is a goal shared by most unions. Some unions would prefer this to legislation on industrial democracy involving worker directors, although others see the two approaches as complementary. But attempts to “extend” collective bargaining have not been without their problems. The ambitious campaign for product diversification mounted by the Lucas Aerospace Combine Shop Stewards Committee is a good case in point.
Overtime Working —a matter for public concern
Authors: Fishwick Frank
Published: March 2008

In March 1978 over 793,000 males classified within manual occupations were registered unemployed in Great Britain. This represented about 10.3 per cent of the number of full‐time male employees then at work in these same occupations. The 1978 New Earnings Survey showed that nearly 58 per cent of the 6.9 million men over 21 in manual occupations worked overtime, on average 10.4 hours in the survey week. From these figures one can calculate that the total number of hours of overtime worked by adult men in manual occupations exceeded 40 millions per week.
Executive Half‐Life
Authors: Cooper Cary L.
Published: March 2008

Executives today are bombarded on all sides by the need to adapt and keep up to date with constantly changing information and work. This need is necessitated by the rapid and often violent thrust of technological change. The information explosion and dynamic changes stimulated by the “knowledge revolution” all take their toll of today's managers. No managerial function appears immune to these factors. Personnel, industrial relations, and training managers are faced with many new employment, training, redundancy and safety Acts, not to mention the ever‐increasing demand for industrial relations skills to cope with the fluctuating attitudes and aspirations of the workforce. Production, research and development, maintenance, transport and work study people are faced with tremendous technological advances and numerous regulatory procedures. The financial managers have to cope with many new and developing accounting procedures (e.g. inflation accounting), in addition to the many changes in taxation, company law and the ever‐increasing fluctuation in the monetary markets.
Participation through Joint Consultation
Authors: Chadwick David
Published: March 2008

Those who are concerned with introducing employee participation into British industry deserve our heartfelt sympathy. It must be like trying to photograph a group of five‐year‐old children whilst crossing a minefield—the subject will never sit still and one toe in the wrong place will cause an explosion. Prospects of legislation on industrial democracy seem to come and go; trade union and employers attitudes appear to fluctuate; new vogues are introduced and vanish without trace. And if this were not enough, everyone seems to be ready to give advice—much of it contradictory. The scene is tangled and confused.
Controlling the Hidden Economy
Authors: Henry Stuart
Published: March 2008

In recent months newspapers have been full of stories about the “hidden”, “black” or “cash” economy. “Fiddlers on the tubes” told how London Transport ticket barrier staff were allegedly pocketing nearly £5.5 million they collect in excess fares every year. “Moonlighters in Fleet Street” described the clampdown by tax inspectors on part‐time casual workers who collect undeclared wages from more than one newspaper office by signing fictitious names, such as “Mickey Mouse”. Sir William Pile, Chairman of the Board of Inland Revenue was reported by The Guardian as estimating that “the black economy of tax avoidance and moonlighting” amounted to 7.5 per cent of the entire economy at around £11 billions.
The Issue of Union Power
Authors: Marchington Mick
Published: March 2008

The issue of union power never seems to be far from the centre of political debate and, indeed, during the last year, its prominence would seem to be more marked than usual. For example, the Social Contract and the Concordat between the previous Labour Government and the TUC have been used as illustrations of the way in which union power was influencing and, to a large extent, determining national policy over a wide range of subjects. The familiar cartoon of James Callaghan asking the advice of Jack Jones and Moss Evans bore witness to this. Similarly, industrial democracy—principally the idea of workers on the Board—has been regarded by many industrialists as a basic attack upon the traditions of private enterprise and a way in which trade unions will infiltrate the decision‐making processes within companies.
Putting the Future into Industrial Relations
Authors: Shields Peter
Published: March 2008

This article argues that the conduct of industrial relations is out of step with the way in which other aspect of business practice are conducted. Production, marketing and selling rely heavily on forecasting, planning and creativity. Industrial relations is largely a process of fighting to solve yesterday's problems in to‐day's crisis.
Stress Contagion in Industry
Authors: Cooper Cary L.
Published: March 2008

Over the last decade there has been a substantial increase in stress‐related illnesses in industry. The most bizarre and yet worrying form of this development has come in the form of what the US National Institute for Occupational Safety and Health term “mass psychogenic illness”. They define it as “the collective occurrences of physical symptoms and related beliefs among two or more persons in the absence of an identifiable pathogen”. In other words, a situation in which a number of workers in a particular plant or factory develop what appears to be some mysterious disease although there is no clearly identified micro‐organism. The specific symptoms seem to vary from one industrial situation to another but they all consist of subjective somatic complaints, such as headaches, nausea, sleepiness, chills, etc.
Purely for Profit?
Authors: Benson Colin
Published: March 2008

Many people are looking for a change in their working environment—concerned about such widely divergent problems as job satisfaction, security of employment, the introduction of democratic decision making and the responsibilities of industry and commerce to the wider social spectrum. Such concern is likely to be accelerated in the next decade by changes brought about by micro‐processor technology. However, commercial change is usually the result of entrepreneurial activity, which is often assumed to be a purely capitalistic activity. This article introduces the concept of producers' co‐operatives and highlights the place of entrepreneurship. This has evolved in an unusual way in the Mondragon Co‐operatives of Northern Spain.
Poles Apart?
Authors: Leary Malcolm
Published: March 2008

In a recent essay for the German news magazine Der Spiegel, Rolph Dahrendorf, head of the London School of Economics, as something of an “outsider” to the British IR scene, stated:
Shop Stewards in Great Britain West Germany and France
Authors: Marsden David
Published: March 2008

In recent years a number of European countries have witnessed the breakdown of the centralised framework of industrial relations established in the early post‐war years giving way to a more decentralised system which allowed more room to shop floor movements. The outbreak of the strikes of May and June 1968 in France, and more particularly of the wildcat strikes of 1969 and the early 1970s in West Germany, France, Great Britain, and Italy, marked a shift in union power towards the shop floor.
Team Building
Authors: Wareing Guy
Published: March 2008

It was Friday afternoon. Gerry Destrier sat in his new office looking at the wall, thinking about his new team of Pigsbrook, Wharmsby‐Thompson and Miss Milliken after his first week in his new job.
Construction Sites
Authors: Marsh Ray
Published: March 2008

In many discussions with union officials and labour relations staff the construction industry has often been referred to as a “jungle”. One contributory factor underlying this description is the fact that the industry is used as an “economic regulator” by both government and private industry. Construction work revolves around government expenditure and private industrial expansion. It is the handmaiden of both, expanding in boom periods and contracting during periods of economic uncertainty.
Overtime Working: Employee Willingness
Authors: Hollman Robert W.
Published: March 2008

A recent article in Employee Relations by Frank Fishwick discussed the high incidence of overtime work in manual occupations in Britain and examined some of the practical difficulties involved in reducing the amount of overtime work. Fishwick concluded that the problem of endemic overtime in British industry is a matter for public concern and that there is no easy solution to this problem. The overtime dilemma is not unique to Britain. Recent data show that 27.3 per cent of all fulltime US workers work overtime; about half of these are working one to eight extra hours per week, another third are working 9–19 extra hours, and the balance are putting in 20 or more overtime hours per week week.
Management Attitudes on Industrial Relations
Authors: Joyce Paul , Woods Adrian
Published: March 2008

Despite the wide‐ranging debate on industrial relations in Great Britain, relatively little is known about management attitudes on a number of key issues. Data was collected from 300 managers, mainly top level management in the private, manufacturing sector in London and the South East, using a postal questionnaire. The article begins with a summary of their work situation and educational and social background and then proceeds to an examination of their attitudes. The attitudes are discussed under three headings: the nature of relationships in industry, management's role, and their problems. It is reported that there was a widespread belief that management constituted a third party, not allied to either employer or employee.
A Case for Consultation
Authors: Marchington Mick , Armstrong Roger
Published: March 2008

From recent evidence in both the industrial and the political arena, it would seem that diluted forms of industrial democracy/employee participation are undergoing some kind of a revival. This is probably a reflection of a change of government on the one hand and a reaction to the proposals of Bullock and the White Paper on the other. One of the forms of participation attracting most interest would appear to be joint consultation and, in a recent report in the Employment Gazette, Hawes and Brookes have argued that “in particular it seems likely that over the next few years emphasis will be placed on the voluntary development of employee participation by managements and trade unions, and the growth of new and existing forms of negotiating and consultative machinery”. It is within a context such as this that we can outline the remainder of this article.
Health, Safety and Industrial Democracy: Some Further Considerations
Authors: Beaumont Phil , Coyte Robert , Leopold John
Published: March 2008

In a recent article in this journal Geoffrey Stuttard argued that the provisions of the Health and Safety at Work Act 1974 which provide for union appointed safety representatives have important implications for extending industrial democracy. The essence of this line of argument is that the subject area of workplace health and safety, which has for so long been dominated by unilateral management decision making at the individual workplace and a framework of common and statute law that has taken a highly “paternalistic” attitude towards the issue of employee and union involvement, is to become at least an area of extensive joint discussion, and possible one of joint decision making.
Opportunities for Co‐operatives in the 1980s
Authors: Sloman Martyn , Barr Rod
Published: March 2008

The second half of the 1970s witnessed a resurgence of interest in industrial co‐operatives and all the evidence suggests that this interest will gain further momentum in the 1980s. An understandable but regrettable tendency to concentrate publicity on a number of celebrated rescue cases should not be allowed to obscure the fact that some 200 new industrial co‐operative ventures have been established over the last decade.
Using the Systems Approach Effectively
Authors: Walker Kenneth F.
Published: March 2008

Having used the systems approach to industrial relations with considerable success in management education in industrial relations in an international setting, I was much interested in the account of Gill and Golding's “test” of this approach as a training intervention, which suggested that the systems approach has a number of deficiencies.
Managers as Union Activists
Authors: Blyton Paul
Published: March 2008

“Managerial unionism” commented one writer recently “consititutes an emergent industrial relations phenomenon of major significance”. Long established in the public sector the movement of junior and middle managers into trade unions is indeed becoming increasingly evident throughout private industry. Rising job insecurity, dissatisfaction with salary levels and a decline in the individual treatment of managers by employers are some of the factors encouraging this development. New unions have been created and existing ones adapted to meet the demand. There are now more than a dozen unions catering exclusively for managerial and executive grades, as well as the more general white‐collar unions which recruit managers, notably Clive Jenkins' Association of Scientific, Technical and Managerial Staffs.
Lech Walesa and the Polish Workers' Revolt
Authors: Bank John
Published: March 2008

As the first anniversary of the strike at Gdansk approached, I sought out Lech Walesa to make an assessment of how the movement was doing in the initial stage of becoming a full‐blooded trade union. In this report I first offer some comments on the differences between a movement and a trade union. I look at the four stages a movement goes through on the way to becoming a trade union. These are:
Trade Union Recognition:
Authors: Beaumont P.B.
Published: March 2008

The Employment Act 1980 has repealed Sections 11‐16 of the Employment Protection Act 1975, with the result that statutory union recognition provisions no longer exist in Britain. At the present time there are relatively few people who would mourn the passing of these provisions. From the start many employers were unhappy with what they saw as strongly pro‐union provisions, while the unions became increasingly disenchanged with the lengthy procedural delays in hearing claims, and ACAS itself was unhappy with a number of court rulings that substantially restricted their discretion in hearing and deciding such claims. As a consequence there are likely to be few persons hoping for, much less calling for, the re‐introduction of statutory union recognition provisions, even in a modified form, in the immediate future. Indeed no less an individual than the former Chairman of ACAS himself is on record as saying that:
Participation: An Organizational Bandaid?
Authors: Dickson John
Published: March 2008

There is no subject so controversial and problematic as participation. It strikes at the very heart of a manager's style and at the very nature of an employee's job. Participation forces a manager to uncomfortable introspection about desires for control and alternatively openness to the influence of others. There is simultaneously the desire to help others and the desire to retain authority over them.
The Management of Picketing
Authors: Gillies Jim , Marsh Arthur
Published: March 2008

Since the re‐emergence of picketing as a popular form of protest among strikers in the mid‐1960s, there has been a considerable outcry from the public, press and parliamentarians about the tactics sometimes employed. This protest grew as the nation experienced first the “winter of discontent” embracing the National Health Service strike at the end of 1978 and the road haulage dispute in January 1979, and later national stoppages, both involving picketing, in the engineering and steel industries. There was, it seems, much to complain about; there were too many incidents to add to those earlier sensations of the new picketing era—Roberts Arundel in 1966/67, the Fine Tubes saga of 1970, the “Shrewsbury” flying pickets and the mass miners' blockade of the Saltley coke depot in 1972 and the long running and acrimonious Grunwick affair of 1976.