bluuebunny/crossref_metadata_2025 huggingface dataset:
Teams as a learning forum for accounting professionals
Authors: Kleinman Gary , Siegel Philip , Eckstein Claire
Published: July 2002

The pace of organizational and environmental change seems to demand that such professional organizations as CPA firms become learning organizations in order to compete adequately with other firms. The flattening out of traditional hierarchical structures within organizations argues that traditional mentoring and supervisory structures may be inadequate for fostering needed individual learning and personal learning. One effect of the lack of such learning may be increased role stress, job burnout, loss of commitment to the organization, intention to leave, and diminished job satisfaction. Using a sample of 440 accounting professionals from major CPA firms in several regions of the USA, studies the ability of team social interaction processes within work teams to foster the personal, organizational, and team‐source learning, and also to influence attitudinal outcomes directly and indirectly. Also examines whether personal learning, organizational socialization and team‐source learning mediate the impact of team social interaction process on attitudinal outcomes. Uses a hierarchical regression‐based test to evaluate our hypotheses. The results supported our expectations. A structural equation modeling test of the model showed that organizational and personal learning mediated the relationship between team social interaction processes and the attitudinal outcomes, but team‐source learning did not.
Managing learning climates in a financial services organisation
Authors: Cunningham Pat , Iles Paul
Published: July 2002

This study explores learning climates within a financial services organisation. Through the use of survey and case study strategies and analysis of secondary data available within the organisation, it assesses the current state of individual, team and organisational learning in the organisation and the managers’ roles in promoting a learning climate. The conclusions drawn from this research lead to recommendations for a series of actions, which, if adopted, would help to establish the need for a learning climate and a wider and deeper understanding of the nature of learning in the organisation. Initial practical steps are outlined to put into place activities that would add value to the organisation, enhance its learning capabilities and develop its learning climate. Research implications are also discussed.
Simulation Gaming for Sales Management Training
Authors: Faria A.J. , Dickinson John R.
Published: July 2002

Compared with other methods of instruction, whether in management
training programmes or in university courses, simulation gaming is
relatively new. Readings, lectures, cases, role playing and other
instructional techniques were in use long before the appearance of
business games. Though recent in comparative terms, however, simulation
games have been in existence for nearly 40 years. Examines the use of
simulation games for sales management training, describes a newly
developed sales management simulation and illustrates its use in a
sales‐training programme.
Middle Managers: New Purpose, New Directions
Authors: Jackson David , Humble John
Published: July 2002

Examines the changes facing middle managers as organizations move to
leaner, empowered organization focused on delivering service to
customers. The model of the inverted triangle leaves middle managers
still in the middle, but now confused as to their new role – their world
is literally topsy‐turvy. The reasons for these changes are the
revolution of information technology, the absence of a
hierarchically‐based career path, the need for greater creativity in
organizations and the increasing focus on values. Although much has
changed, much remains the same. Managers today still have many of the
same needs they had in 1967. Identifies five factors of a
high‐performing manager.
Business School Faculty as Gatekeepers of Management Ideas
Authors: Huczynski Andrzej A.
Published: July 2002

Examines the role played by business school academics in promoting
management ideas through their teaching. Defines the concept of a
popular management idea, and explains how the author identified
bureaucracy, classical management, scientific management, human
relations, neo‐human relations and guru theory, to be the most popular
management idea families of the twentieth century. Reviews the existing
literature on factors which may influence academics to select certain
management ideas for presentation rather than others. Offers hypotheses
based on the author′s own experiences as a business academic. Reports
the findings of a small postal survey which explored academics′ reasons
for choosing the topics to teach and compares the findings with the
hypotheses presented earlier. Concludes by discussing the implications
of this and further research, and considers the extent to which business
academics now tend to follow management practice, rather than lead it.
Finally, makes recommendations for future research in this field and
suggests appropriate research methods to be used.
Outdoor Management Development – Reality or Illusion?
Authors: Irvine Dominic , Wilson John P.
Published: July 2002

Critically examines the basis on which outdoor management development
(OMD) is founded. Much of the available literature on the subject is
anecdotal and serves only to perpetuate an illusion of management
development through activities such as climbing and canoeing in
beautiful scenery. Identifies six criteria which represent the necessary
constituents of OMD; these are not exclusive to OMD and may be found in
other forms of management development, thus refuting the illusion that
OMD offers something unique. The criteria provide a template for
managers to evaluate the suitability and quality of OMD programmes and
thereby enable them to make a cost‐effective choice from the wide range
of courses available.
Outdoor‐based Experiential Training: Improving Transfer of Training
Using Virtual Reality
Authors: Wagner Richard J. , Campbell John
Published: July 2002

Outdoor‐based experiential training has become a popular technique for
training managers by directly involving them in the training process.
Outdoor‐based programmes offer training in a fresh and motivating
setting, tend to eliminate many of the role conflicts from the
day‐to‐day work setting, and emphasize many of the interpersonal skills
so important in today′s work setting. Unfortunately, the value of these
programmes is often questioned by many trainers and managers. Do the
skills learned in the outdoors actually transfer to the work setting, or
do they simply work only in the outdoors? Presents a new addition to the
outdoor training programme called virtual reality training. While not
for all organizations, virtual reality training recreates the
participant′s own work environment in a developmental setting, and helps
to increase the transfer of training to the work setting. Presents
actual examples of virtual reality programmes so the readers can
evaluate the effectiveness of this type of training for their own
organization.
Organizational Theory and Soft Systems Methodologies
Authors: Ho K.K.J. , Sculli D.
Published: July 2002

Examines soft systems methodologies(SSM) and the role they play in the
building of a rich picture or rich understanding of problematic
situations. Organizational theory is explored in relation to SSM and
used to augment this rich picture building exercise, and the field of
critical systems thinking is reviewed from the standpoint of enhancing
the entire rich picture building process with reference to problems
within human organizations. Finally, recommendations are made for
managerial practice and development in relation to the effective conduct
of rich picture building exercises.
Qualities of top management: comparisons of European manufacturers
Authors: Kakabadse Andrew , Myers Andrew
Published: July 2002

A European‐wide survey of 957 top managers of manufacturing
companies spread across eight countries identifies considerable
differences on five key dimensions: job satisfaction, orientation to
discipline, general management orientation, team orientation and
organizational orientation. Further identifies that French, Australian,
Finnish and Irish manufacturers report the greatest number of concerns
requiring attention. British, German and Swedish manufacturers report
the least number of concerns needing improvement. Particular management
and organizational development initiatives are identified as vehicles
for improvement. Attention is paid as to which developmental approaches
are better suited to meet the needs of manufacturers from particular
countries.
When authority = she: a male student meets a female instructor
Authors: Gallos Joan V.
Published: July 2002

Uses the story of an encounter between a male student and a female
instructor to illustrate the subtle but powerful interaction between
gender and individual development in adult education. Offers insights
into the dilemmas posed for the instructor and explores the implications
for teaching, learning, and management development.
Changing managers′ defensive reasoning about work/family conflicts
Authors: Watkins Karen E.
Published: July 2002

Describes a management development process based on action science
which was designed to surface and examine deeply‐held beliefs about the
role of the manager or supervisor in handling work/family conflicts. The
process enabled individuals to examine their reasoning about work and
family conflicts and led to the identification of a number of defensive
reasoning patterns among managers in dealing with work/family conflicts,
particularly the use of bypass and threats. The management development
process is most effective when focused on first getting managers to
state what they would think and do in a given situation, making typical
responses problematic, and then pushing managers to generate more
creative alternatives. This is the essence of genuine dialogue.
Training to fail
Authors: Roberts Christopher , McDonald Gael
Published: July 2002

Examines the way in which management has denied training and
development the prospect of making a full contribution to corporate
renewal. Concentrates on the structural obstacles inherent in the
internal environment. The organizational climate within firms must alter
radically if training and development are to be used effectively as
change agents.
Teams without roles: empowering teams for greater creativity
Authors: McCrimmon Mitch
Published: July 2002

Criticizes Belbin′s team‐role theory on the basis that roles are
only appropriate in highly static organizations. Also argues that most
teams have no set roles and that every member often takes the roles of
others. Rather than assign roles, it is more empowering to teach allteam members how to manage teamwork effectively.
European management learning
Authors: Jackson Terence
Published: July 2002

Investigates cross‐cultural differences between European management
learners in a French grande école using empirical
research with five national groups. Tests a proposition that
cross‐cultural differences exist within each of Kolb′s learning cycle
stages, rather than between them. Finds support for this. Provides
tentative learning “profiles” and makes suggestions for
future questionnaire scale development.
Does age matter?
Authors: Yearta Shawn K. , Warr Peter
Published: July 2002

Presents evidence in support of other findings to show that older
employees are, on average, as effective as younger employees, but
prejudice against older applicants and staff is common. It is sometimes
suggested that age and performance are found to be unrelated because of
selective staff turnover; that perhaps less effective older employees
leave the company soon after they start. In a study in a sales
organization, it was shown that age and performance were completely
uncorrelated in a group of current employees, and that this pattern
existed since employees′ early days with the company. Suggestions are
made for organizational policy and procedure improvements in this area.
Twenty‐one traits of personality
Authors: Stanton Neville , Matthews Gerald
Published: July 2002

Reports on a study conducted to examine the factor structure of the
occupational personality questionnaire (OPQ) on two independent samples
of 1,000 participants (2,000 for the study in total) drawn from the
general population of Great Britain. The results suggest that there may
be too many dimensions in the 31‐scale concept model and too few in the
14‐scale factor model. An alternative 21‐factor solution seems to be
more satisfactory, both in psychometric terms and by providing
personality test users with a sufficient number of scales. This means
that the OPQ could be more sensitive in discriminating real differences
in personality traits between individuals than is currently the case. If
the 21‐factor model were adopted, the OPQ would be a more sensitive tool
for use in personnel selection, development and counselling. However,
the use of personality tests in selection still remains controversial.
Quality services in local government: a bottom‐up approach
Authors: Gaster Lucy
Published: July 2002

Contends that public service quality is necessarily a democratic concept. Because the public generally has no choice and/or is disempowered, dependent or excluded in relation to the services it is entitled to, quality, both in its technical and non‐technical dimensions, must be defined through bargaining. Different groups, including citizens and communities as well as individual consumers, need to be empowered to make their needs and desires known. For this, a new kind of organizational infrastructure and culture are needed. These look remarkably like those being developed in current models of decentralization. The key elements in both quality and decentralization are the three building blocks of front and back line (or centre), and, most importantly, the public. The service chain connects them. It is the maintenance of this chain which now needs to be the concern of front‐line managers, to sustain democracy and ensure a holistic and integrated response to need and quality development. Some recent research on decentralized managers reveals the kind of integrative, boundary‐crossing skills which will be relevant, indeed essential, in future quality developments.
Using bioenergetics to develop managers
Authors: Cotter Sandy
Published: July 2002

Summarizes the basic principles of Bioenergetics along with its origin in Riechian psychology. Clarifies that Bioenergetics is used at Cranfield not as psychotherapy, but as an aid to personal development for a specific population of high‐functioning individuals, i.e. managers. Places the Bioenergetic body‐mind notion into a philosophical context of human goodness and potential; thus expanding the focus to body‐mind‐spirit. Examines five body‐mind types through the following aspects: how they operate at work; how they were formed; key attitudes; unique gifts; body shape; development path; how they are best managed. Case histories illustrating the different types in various modes of consultant intervention, i.e. individual development, team building and culture change.
The Management Charter Initiative ‐ a critique of management standards/NVQs
Authors: Loan‐Clarke John
Published: July 2002

Analyses critically the conceptual basis of the management standards developed by the Management Charter Initiative (MCI) and the claims both for and against the utility of the standards. Identifies a number of conceptual weaknesses of the management standards and makes proposals to overcome them. Points out that the lack of empirical evidence to substantiate certain aspects of the MCI’s claims is a major deficiency. Concludes that examples of organizations which have used the management standards and achieved business benefits as a result are urgently needed.
The Advanced GNVQ in Management Studies ‐ who wants it?
Authors: Rexworthy Christine , Rothwell Andrew
Published: July 2002

Considers the development of an innovative award for first‐line managers. Points out that, unlike other first‐line management prog‐ rammes, it is an education‐based programme, full‐ or part‐time, placed in the General National Vocational Qualification (GNVQ) framework; but, unlike other GNVQs, directed at mature candidates, including returners to education or employment, and those not yet in a job role that allows them to meet the NVQ criteria. Explains that the qualification aims to meet gaps in the current MCI standards; and, as a GNVQ, to provide the knowledge base and progression seen as weaknesses of NVQs, as well as progression on to NVQs. States that the qualification is perceived as meeting real needs and a gap in the market; however, notes that take‐up of the pilot year has been disappointing. Emphasizes that the intention is to provide meaningful and practical training for a front‐line managerial role in an education context, but that only further evaluation of the pilot will determine the extent to which this has succeeded.
Risk management and the medical profession
Authors: O’Donovan Margaret
Published: July 2002

Explores the need for risk management in a health care setting in both financial and personal terms. Sets out the stages of a risk management programme. Stresses the need to incorporate such a programme in every hospital setting in order to reduce negligence claims so that scarce resources can be directed more towards patient care. The identification, analysis and control of risks support the assets, good name and earning capacity of a hospital.
360 degree feedback: its role in employee development
Authors: Garavan Thomas N. , Morley Michael , Flynn Mary
Published: July 2002

Focuses on 360 degree feedback which is defined as a contrived method of providing a flow of feedback to employees from all directions. Addresses the purposes of feedback within the organization, with special emphasis on its use for employee development and careeµr development; the benefits of such feedback to the organization and the individuals involved; the mechanisms used to obtain feedback; and, finally, the pitfalls of 360 degree feedback.
The challenge of management education and development in Kazakhstan
Authors: Safavi Farrokh
Published: July 2002

Kazakhstan is endowed with rich deposits of minerals, massive farmlands and a population of diverse ethnic backgrounds. Its independence in 1991 and adoption of a market‐oriented economy have brought new opportunities and challenges for efficient utilization of its abundant resources. The development process has been hampered by the low number of adequately qualified managers and business professionals who are familiar with the operation of a free‐market system. Reports the findings of field research in nine management training centres throughout Kazakhstan and examines their approaches to training qualified managers and business executives for public and private enterprises. Examines areas of strengths and weaknesses and offers suggestions for improvement.
The power of outdoor management development
Authors: McEvoy Glenn M. , Buller Paul F.
Published: July 2002

States that outdoor management development (OMD) is on the increase. Based on personal experience, lists the characteristics of effective OMD programmes, and argues that this type of training can be very powerful. On the basis of a review of relevant literature and anecdotal evidence, discusses ten salient features of OMD that account for this power: emotional intensity; psychological safety; consequentiality; enhanced self‐confidence; use of metaphors; unpredictability; experiencing peak performance; multiple skill/knowledge types; developing the whole person; and focus on transfer.
Organizational learning as the creation of corporate competencies
Authors: Dunphy Dexter , Turner Dennis , Crawford Michael
Published: July 2002

There has been a dramatic increase in interest in the learning organization. However there is confusion, among writers on the subject, about what a learning organization is and about how organizational learning occurs. Critiques some of the best known contributions to the field and argues that they are reductionist and do not indicate how organizational learning relates to business performance and strategic realignment.
Organizational learning and the leadership skill of time travel
Authors: Gilmore Thomas N. , Shea Gregory P.
Published: July 2002

The turbulence enveloping so many organizations today makes it increasingly likely that learning from one’s experience may be both too slow and too embedded in rapidly obsolescing frameworks. Addresses the dilemmas of learning under such conditions of rapid change. Presents an argument for the need for leaders to time travel, to link the future, past, and present to each other even as those links seem frail, even ruptured. Explicates a technique called “histories of the future” that has people locate themselves at some distance in the future (five to ten years), in a specific context and imaginatively look back over the time period. By having several people improvisationally develop a “history of the future” the organization can often invent options that are a rich mix of serendipity and rational thinking. Vivid histories of the future enable people to construct rich narratives, to look at imaged actions, mistakes, successes, moves and countermoves, threats and opportunities in the wider environment, then to step back and connect current points to these possible futures. Reviews the literature on organizational learning that is relevant to the issue of learning for the future in dramatically different environments and suggests why the time travelling skills of leadership are key to helping people prepare for novel challenges.
The effect of personality type on team performance
Authors: Bradley John H. , Hebert Frederic J.
Published: July 2002

Develops a model of the theoretical impact of individual personality differences on the productivity of information systems (IS) development teams, then illustrates that impact by presenting a case example. Following a discussion of team composition and MBTI personality types, analyses the attributes of two IS development teams based on age, intelligence, problem‐solving ability, task responsibility, and personality‐type composition. In this case there were no significant differences in the two teams other than the differences in personality‐type composition. Determines that the differences in team performance were primarily caused by differences in the personality‐type composition of the two teams.
Predictors of performance at business school and beyond
Authors: Peiperl Maury A. , Trevelyan Rose
Published: July 2002

Reports on a study of MBA students (N = 362) at a major international business school which looked at the predictors of performance in management education. Considers not only GMAT but also age, gender, language proficiency, marital status and work experience as predictors of performance. Questions the use of individual grades in assessing performance since much work in both business schools and the business community is done in groups. Therefore, an analysis of the performance of students in groups was also carried out. Results support the relationship between GMAT and age, and individual performance, and more importantly show a predictive ability for language proficiency and marital status. Significantly, no predictors of group performance were found. Overall, the performance of groups was better than the performance of individuals. Discusses the implications of these results.
Leisure and work beliefs of British senior managers
Authors: Kirkcaldy Bruce D. , Trimpop Rüdiger M. , Fischer Corinna , Furnham Adrian
Published: July 2002

Reports the results of a survey of British senior managers concerning their leisure and work beliefs, as well as coping mechanisms and job satisfaction. Discusses the implications of the research for management studies.
Why is a third of your time wasted in meetings?
Authors: Elsayed‐Elkhouly Sayed M. , Lazarus Harold , Forsythe Volville
Published: July 2002

Executives in the Caribbean are spending more time planning and attending meetings now than they did five years ago. They will continue to spend a great deal of time in meetings five years from now. Yet, in the spring of 1995, our survey of managers in the Caribbean found that approximately 35 per cent of the time spent in meetings is unproductive.
Why we don’t teach leadership in our MBA programmes
Authors: Schatz Martin
Published: July 2002

Examined training aids in MBA programmes vis‐à‐vis corporate training as opposed to MBA student instruction. Opines that the work environment has changed but that business schools are not preparing graduates to lead self‐directed work teams; in effect asks why are business schools ignoring training in leadership and team‐building as a requirement of the MBA curriculum? Views leadership as requiring activity, i.e. training. Generally sees a need for radical restructuring of MBA programmes.
Australian management education at the cusp
Authors: Elliott Gregory , Glaser Stan
Published: July 2002

This article presents a synoptic view of the dramatic environmental change which presently confronts Australian management educators. Written at the same time as the landmark Karpin Committee’s enquiry into the needs of Australian management into the next century, the discussion echoes many of Karpin’s sentiments although it presents the views of educators, which may not always coincide with the views of practitioners. Important issues discussed include: the underlying “philosophy of management education”; the perennial “theory versus practice” debate; the present role of government in influencing the “shape” of management education; the relationship between universities and their industrial clients; the necessity to continuously renew the curriculum; the desirability of collaboration between universities; appropriate use of technology as a delivery mechanism and in the curriculum; the supply of appropriately qualified academics; accreditation; “students as customers” and, finally, the nature of management itself. As might be anticipated, the necessity for business schools to be innovative, flexible and responsive to the dictates of the changing environment is emphasised as is the importance of developing a national character of Australian management education which reflects Australia’s needs and position in the global and regional marketplace.
Changes in practices, changes in perspectives
Authors: Vicere Albert A.
Published: July 2002

Based on an ongoing series of research initiatives, this article profiles eight major trends in executive education and leadership development: the emergence of an increasingly competitive marketplace for providers of executive education and leadership development; a growing focus on customized programs; a trend toward shorter, large‐scale, cascaded programs involving staff throughout the organization; a continued trend toward increased use of action learning; a perception that technology and distance delivery will play a more critical role in the future; a significant shift toward experience‐based methodologies like job rotation, task force assignments, action learning and coaching/mentoring; an increased level of importance attached to performance feedback in the development process; and a shift in perspectives toward leadership competencies for the future, with flexibility and adaptability heading the list of critical developmental needs.
The quality of British management: Asia‐Pacific perceptions
Authors: Savery Lawson , Mazzarol Tim , Dawkins Peter
Published: July 2002

A stratified random sample of respondents was identified from databases compiled by associate researchers located in each of five countries, namely Singapore, Malaysia Taiwan, Indonesia and Japan. The aim of the study was to establish which dimensions of management skill are important to regional customers; to compare British management skills on these dimensions with those of major trading nations active in the region and to prioritise key areas for improvement if Britain is to become a valued member of the region. The major conclusion of this study was that British managers were generally perceived, amongst managers in Singapore, Malaysia, Indonesia, Taiwan and Japan, to be inferior to Japanese and US managers and, in most areas, inferior to German managers. British managers were ranked fourth above Australian and Taiwanese managers, who were ranked as the weakest amongst the countries being investigated on a number of skills.
The best and worst time for management development
Authors: Broussine Mike , Gray Mike , Kirk Phil , Paumier Kimberly , Tichelar Mike , Young Stephen
Published: July 2002

Can the worst time for an organisation provide the best circumstances for management learning? One UK local authority began a management development programme 18 months before a wholescale reorganisation. This was not regarded as a rational thing to do. Explores the messiness and the politics that had to be worked with by those believing that a programme was necessary. However, training anxious and cynical managers about rational strategic models of change would be wholly inappropriate. Instead, the programme addressed the often hidden struggles, messiness, anxiety, incertainty and politics which influence management learning in a complex and turbulent organisation. The article outline participants’ feelings about the learning processes, and explains how connections were made between personal learning and organisational change. Finally it assesses the programme’s outcomes, concluding that this “bad time” for the organisation resulted in the development of managers’ ability to handle a terrifying amount of change.
Small business development and gender of owner
Authors: Catley Suzanne , Hamilton R.T.
Published: July 2002

Reviews the entrepreneurship and small business literature in search of a basis for gender‐specific explanations of business development. Contends that small business development needs to be interpreted without resort to frameworks that exclude one gender or the other, and identifies a need for more research on how women act as owners and managers in small businesses.
Principled leadership and business diplomacy
Authors: London Manuel
Published: July 2002

This paper introduces the concept of business diplomacy as a way to implement values‐based, ethical leadership. Drawing on the Japanese concept of kyosei, business diplomats take responsibility for themselves and others and treat people with respect and kindness while they simultaneously attempt to be entrepreneurial, add business value, and make a profit. This paper reviews the strategies and tactics of business diplomacy and provides case examples of how to be diplomatic and ethical in difficult situations. The paper concludes with recommendations for how to establish an organizational culture based on business diplomacy.
Domestic violence and the workplace: developing a company response
Authors: Johnson Pamela R. , Gardner Susan
Published: July 2002

Historically, employers considered domestic violence as strictly a personal issue. When asked to comment, they offered several excuses for not getting involved: it’s risky; it’s no one else’s business; it’s hard to distinguish whether it is actually abuse; it’s a lose/lose situation; it’s not my problem. Today, however, much of corporate America views domestic abuse as a workplace issue, one that warrants serious attention. As a result, companies are beginning to understand that employees are not one‐dimensional; rather, they are a complex package. Employees bring to the organization not only their skills and abilities but also their personal relationships and problems. This paper discusses the effects of domestic violence in the workplace, the costs to the employer, and what employers can do to help their employees and to reduce the company’s legal liability.
On research relevance, professors’ “real world” experience, and management development: are we closing the gap?
Authors: Wilkerson James M.
Published: July 2002

This small‐sample (N = 84) study investigated human resource management practitioners’ views of academic research relevance to, and management professor effectiveness in, management development. Results indicate that practitioners do not particularly value academic research, especially relative to other kinds of information they may access in pursuing their management development. Practitioners view management professors as somewhat ineffective, especially relative to executives and consultants, as instructors in management development seminars and workshops. A curvilinear relationship between company size and respondents’ ratings of both academic information’s utility and professors’ effectiveness was also observed. Implications for future research are discussed, as well as for efforts to enhance research’s relevance and increase professors’ managerial work exposure.
Small urban spaces: part 8 ‐ protecting London squares
Authors: Catt Richard
Published: July 2002

This is the eighth article in the series concerned with small urban spaces and deals with the special problems and unique controls which affect squares and similar open spaces in London.
The development of ground floor constructions: part II
Authors: Douglas James
Published: July 2002

Continues the investigation into the development of ground floors in residential buildings. Focuses on the constructional features of traditional ground floors, both solid and suspended. Describes the influences that constructional form had on the development of ground floors. Indicates that suspended timber ground floors became more common after the mid‐nineteenth century.
An alternative use of space in government office accommodation
Authors: Pugsley David , Haynes Barry
Published: July 2002

Discusses how the traditional office design has become inappropriate for new ways of working and the changing nature of work. Drivers for change, in the office environment, are discussed in the context of the UK Government’s “Modernising Government” agenda. Provides a longitudinal study over 18 months of user reactions to a prototype “new” work space. Data was collected from a questionnaire, observation and electronically in an attempt to validate findings through triangulation. Results show that where the cultural shift required was largest uptake of new space was slowest.
The UK private finance initiative and Glasgow schools
Authors: Fitzgerald Eamon , Melvin David
Published: July 2002

This paper considers the extent to which a facilities management (FM) approach has been applied in delivery of a secondary school development programme for Glasgow City Council. The approach involves purchase of service from a private consortium which will build, own, maintain and operate facilities using the private finance initative (PFI) version of the range of public‐private (PPPs) to provide a share of UK public sector infrastructure. The paper describes influences upon the form and content of the £400m Glasgow project including how mainstream FM principles have been employed to deliver a system which meets client, user and supplier requirements. Considers the extent to which experience can be informed by conventional theory of public choice and how other innovations, designed to bring business methods into local government, including compulsory competitive tendering and best value, impact on the arrangements involved in the schools project.
Improving the business process of reactive maintenance projects
Authors: Nita Ali Kherun , Sun Ming , Petley Gary , Barrett Peter
Published: July 2002

This paper examines the business process of reactive maintenance projects and proposes an improvement through information technology. Among the major problems that have been revealed from the process analysis are getting the right problem for the right contractor, double handling of data entry and transferring information. These are due to lack of knowledge sharing and poor communication between different parties. Based on these problems, several requirements are laid out and they are used as a basis to develop a prototype system named MoPMIT (More Productive Minor Construction through IT). The main aim of the system is to explore the use of Web‐based technology to improve the managing of reactive maintenance projects. The system architecture and functional requirement of the MoPMIT system are well explained in this paper.
Introducing a Service Level Culture
Authors: Pratt Keith T.
Published: July 2002

Service level agreements provide a mechanism for establishing a better
relationship between the core business and the infrastructure and
services that support it. It provides a statement of various service
level options from which a number can be selected to support the
customer or client, which describes the service to be given specific
timing, frequency and cost. It enables decisions to be taken at a
strategic level as to how these can be matched to achieve business
profitability. The process is a continuing one and requires commitment
at the highest level, to ensure not only that it is adopted properly,
but that the services defined are properly and effectively delivered.
Describes the various steps in the process and in broad terms how it can
be implemented.
Designing a “Learning Building”
Authors: McGregor Wes
Published: July 2002

In 1991, a group of eight companies, four from the UK and four
Scandinavian, formed a working agreement to explore the workplace needs
of user organizations and find integrated commonsense solutions to meet
these evolving needs. So the Learning Building Group (LBG) was formed.
Towards the end of 1991 the LBG commissioned research with the following
objectives: to establish new workplace development processes and
solutions which meet current and changing business needs; and to
establish the feasibility, costs and benefits of processes and
solutions. This review identified that new concepts were required for
the procurement and production of buildings, as well as for the
buildings′ design. Discusses some of the proposals which emanated from
“The Workplace Design Priorities” study led by Wes McGregor, of Cochrane
McGregor. This study was one of three parallel studies commissioned by
the LBG – the others being “Technical Priorities” and “Cost Benefits” –
the conclusions of which lead to the realization that there is a future,
and it is called the learning building.
Preventing Legionellosis:Is Your Action Plan Completed?
Authors: Brundrett G.W.
Published: July 2002

Concentrates on the fact that Britain has had an unusually large
proportion of cases of legionnaires′ disease. Reminds employers of
obligations of buildings legislation from the Health and Safety at Work
Act and The Code of Practice on Prevention or Control of Legionellosis
(which came into force on 10 April 1991). Reports on the history of
legionellosis; the infection route; actions for employers to take to
prevent infection. Indicates that outbreaks of the disease in a company
is traumatic regarding staff relations and personal tragedy; it can also
be expensive as insurance companies no longer look upon outbreaks as
“Acts of God”.
Planning for facilities compliance with OSHA′s ergonomic
regulations: workers′ compensation and ADA
Authors: Kearney Deborah
Published: July 2002

Facilities managers are fast becoming the legal‐compliance experts
for their organizations. Highlights the various US Government agencies
and regulatory acts affecting organizations. Looks at the Occupational
Safety and Health Administration′s (OSHA′s) intended ergonomic standard
for industry in all areas of facilities. Much like the facilities
manager′s job, the ergonomic mandate will span from the boiler room to
the boardroom. It is concerned with adapting job routines to prevent
occupational illness, injury and disease. Employers who do not address
ergonomic hazards in the workplace will lay themselves open to massive
Workers′ Compensation claims. States that now is the time to establish
an ergonomically‐sound workplace and outlines the main elements of a
facilities manager′s ergonomic‐compliance plan.
Productive use of IT in support of FM solutions
Authors: Wagstaff Terry
Published: July 2002

Drawing on the author’s personal experience within the UK National Health Service, outlines at the macro level what information is needed, and why, in facilities management. Suggests that top‐level data gathering is a priority, describes the processes required, and finally considers the advantages of sharing information with competitors and others.
The “green” refurbishment of commercial property
Authors: Keeping Miles , Shiers David
Published: July 2002

Reviews current key areas of acknowledged best practice in “green” design and building management systems including the Building Research Establishment’s Environmental Assessment Method, Eco labelling and “green” building materials profiling systems. Identifies and discusses specific problems and “green” refurbishment techniques using examples drawn from recent case studies from commercial portfolios: energy and resource use; internal environmental services and systems; planned “green” maintenance programmes and techniques; “green” building management issues; and cost analysis of “green” refurbishment; cost effectiveness, viability and recovery of investment. The examples cited are from recent case studies undertaken by the Environmental Research Group at Oxford Brookes University as part of an ongoing collaboration with a number of major commercial property owners.
Homeworking ‐ attention is needed
Authors: Baruch Yehuda
Published: July 2002

Looks at the practical and physical elements which employers and employees need to consider when implementing homeworking. Considers the benefits of homeworking for both employer and employee and discusses the two most important considerations: equipment and space.
Post‐construction analysis of the Chinatown pilot conservation project in Singapore
Authors: Sui Pheng Low , Wong Serena
Published: July 2002

Examines the rationale behind the conservation movement in Singapore and presents a post‐construction analysis of the performance of the Chinatown pilot conservation project. This project was one of the earliest batches of shophouse restoration projects carried out and managed by the government agency, the Urban Redevelopment Authority (URA) in Singapore. This project was classified as a formative period project way back in 1989 when it was used to demonstrate the government’s commitment to conservation. On completion, the Chinatown pilot conservation project consists of 45 shops at ground floor with 93 other upper floor units. Aims to evaluate the performance of this project from its physical, economic and social perspective. For this purpose, all occupants of the restored units as well as 80 locals and tourists were surveyed in the third quarter of 1996. Analyses and presents the findings of this survey.
The current state of facilities management in the UK National Health Service: an overview of management structures
Authors: Rees David
Published: July 2002

Points out that the development of health care has always been partially dependent on facilities and supporting services. Reports on the progress that has been made in the UK National Health Service (NHS) towards the co‐ordination of supporting services into facilities management directorates with NHS hospital trusts. To assess the extent to which the director of facilities management is in a position to influence the trust’s strategic development, business planning and policy decision making, also investigates the seniority of directors of facilities management within their trusts.
Mimicking the human memory
Authors: Fogg Nick
Published: July 2002

Reports on a new information storage and retrieval system which handles both electronic and paper‐based data by means of a common indexing system. Briefly describes the system which enables the capture, indexation, control, management, storage and distribution of electronic and paper‐based documents.
Interface management: a fictional case study
Authors: Carder Paul
Published: July 2002

Follows a previous paper which outlined a “performance pyramid” model, designed to enable interface managers to relate the key performance indicators of their business to working environment effectiveness. The concept allows managers to communicate more easily the value‐added contribution of the working environment to the organization, through close communication with finance, human resources and operations managers in strategic decision making. For reasons of client confidentiality, uses a fictional case study which includes real experiences observed in a number of organizations and puts these elements together under the performance pyramid model.
An AHP decision model for facility location selection
Authors: Yang Jiaqin , Lee Huei
Published: July 2002

Presents an AHP (analytical hierarchy process) decision model for facility location selection from the view of organizations which contemplate locations of a new facility or a relocation of existing facilities. The AHP model provides a framework to assist managers in analysing various location factors, evaluating location site alternatives, and making final location selections. The primary principle of the AHP model is to match decision‐makers’ preferences with location site characteristics. The model requires that a number of potential sites have been proposed. Alternatives are then evaluated and compared under both quantitative and qualitative factors to allow managers to incorporate managerial experiences and judgement in the solution process. Uses an example problem to illustrate the solution process. Addresses managerial implications for future research.
Marketing is marketing – maybe!
Authors: Simkin Lyndon
Published: July 2002

“Marketing is marketing, irrespective of the product or marketplace”. This is a theme common to many introductory marketing texts and degree courses. The two most common exceptions cited to this proposition are buying behaviour models between consumers and business buyers and the extended ingredients of the services marketing mix. While the overall sentiments of marketing hold true across product and market boundaries, perhaps the differences are in fact more marked? Intends to spark some discussion pertaining to the extent to which marketers can safely generalise when discussing the nature and characteristics of marketing. Are we correct in offering students and in‐company training programmes generalisations that cut across the marketing domain? Are we doing justice to the core nuances if we simply draw out the variations between consumer goods, services, industrial and business‐to‐business marketing? Is there a different perspective that should, in the new millennium, be the focus of textbooks and marketing courses?
Relationship selling and customer loyalty: an empirical investigation
Authors: Foster Brian D. , Cadogan John W.
Published: July 2002

Examines how customers’ loyalty is influenced by their relationship with the firm at two distinct levels: the specific relationship customers have with their salesperson; and the overall relationship customers have with the firm. The findings highlight the importance of strong customer‐salesperson relationships in the development of customers’ overall evaluations of the supplier firm. Furthermore, both types of relationship were found to impact positively on the probability of customers exhibiting behavioral loyalty.
Strategic outsourcing: evidence from British companies
Authors: Fan Ying
Published: July 2002

Outsourcing has become an increasingly popular option for many organisations. But they vary in terms of activities being outsourced, reasons for and benefits from outsourcing, and how the decision was made. This article presents an empirical research on 14 companies. It found out: in most cases it was the “peripheral” support activity being outsourced with cost reduction as the primary driver; outsourcing decision was being made early in the process without active involvement of the in‐house provider; and there were problems in supplier selection and management. The research identified pre‐outsourcing decision process and post‐outsourcing management as the two key areas that gave cause for concern, and offered recommendations for improvement.