bluuebunny/crossref_metadata_2025 huggingface dataset:
The Role of School Libraries in Nigeria′s New Education
Policy
Authors: Umunnakwe U.S.
Published: September 2004

Outlines the Nigerian Government′s new 6‐3‐3‐4 system of education
and emphasizes the vital role of libraries in implementing such a
policy. Describes the poor state of and provision for libraries in
Nigeria and makes recommendations to improve the situation.
International Co‐operation for Developing Agricultural
Information Services in Sub‐Saharan Africa
Authors: Gessesse Kebede
Published: September 2004

Stresses the importance of sharing agricultural information,
particularly in the Third World. Indicates present agencies promoting
co‐operation in Africa, and presents prospects for developing a more
systematic and comprehensive system of documentary co‐operation for
agricultural information.
Standardization of Bibligraphic Data: The African
Perspective
Authors: arap Tanui Tirong
Published: September 2004

Outlines the development of international standards for
bibliographic control. Considers the relevance and use of these
standards in Africa and concludes that more appropriate approaches to
cataloguing should be sought for African purposes rather than a slavish
adherence to standards developed elsewhere.
The Exchange of Publications Programme in East Africa:
Problems and Prospects
Authors: Otike Japhet N.
Published: September 2004

Examines existing systems for the exchange of information materials
in East Africa, and notes the lack of formal co‐operation. Considers the
library and information infrastructure, and notes widespread informal
arrangements for co‐operation and exchange within that infrastructure.
Considers the factors required for a successful exchange programme.
Library Development in Ethiopia
Authors: Alemie Leulseged
Published: September 2004

Examines the current state of library development in Ethiopia
against the economic, social, cultural and educational background of the
country. Outlines the problems facing libraries in Ethiopia, and
demonstrates the performance of the public library service to be grossly
inadequate. Explains the need for a national library plan to improve the
situation and examines the possibilities for such a plan.
The Role of External Aid in Ghana′s Library Development
Authors: Anaba Alemna A.
Published: September 2004

Examines the roles played by various international and government
organizations in the development of libraries in Ghana. Argues some
justification for the continued reliance on external assistance in
Ghana′s library development, despite the controversial nature of such
assistance. Concludes that all government efforts should be made to
supplement external assistance in the development of libraries in Ghana.
Information Services and Products: A Marketing Approach
within an Indian Context
Authors: Kar Debal C.
Published: September 2004

Classifies the various categories for marketing information
services and products as: market research, clientele segmentation,
product design, distribution and evaluation. Discusses these aspects and
highlights the limitations of traditional marketing approaches to
information services within an Indian context.
Developing an Infrastructure for Scientific Information in
Kenya
Authors: Ocholla Dennis N.
Published: September 2004

Discusses the general principles for the management of scientific
information. These include a broad definition of scientific and
technical information, a proper regard for the aims and objectives which
such information might serve and an awareness of the infrastructure
prerequisites for the development of the efficient management of
scientific and technical information. Such management systems are
particularly essential in developing countries where most forms of
scientific and technological information are in scarce supply. Provides
a survey of the development of organizations and arrangements for the
management of scientific information in Kenya as an illustration of some
of these general principles.
Need a Change? Try Exchange: A Framework for Resource
Sharing among Libraries in Pakistan
Authors: Attaullah
Published: September 2004

Outlines arguments in favour of resource sharing among libraries in
Pakistan. Considers the present state of resource sharing in the country
and proposes a new mechanism and framework.
Library and Information Science: Training and Personnel
Development in Tanzania
Authors: Nawe Julita
Published: September 2004

Highlights problems of training and personnel development in the
context of inadequate training facilities, and inadequately defined
skills resulting in failure on the part of the professional to meet the
needs of users. Covers the key attributes and attitudes required for the
identification of skills in the context of African librarianship in
general, and that of Tanzania in particular. Stresses the need for a
concrete and appropriate training and personnel development programme.
Safe in Whose Hands? Scottish University Library Finances
in the 1980s
Authors: Cameron Kenneth J. , Roberts Michael
Published: September 2004

A review of the main financial trends in Scottish university
libraries during the 1980s. Updates a previous study in 1986 by the same
authors on this topic, covering the post‐Robbins era. Methodology based
upon the use of published statistical sources, together with library
annual reports. Examines the declining proportion of university finance
devoted to libraries. Within the libraries′ budgets investigates the
cumulative transfer of resources away from traditional collection
building and staffing complements in favour of mushrooming services and
automation requirements, in a period of vastly increasing clienteles,
usage and demand. Spotlights various co‐operative ventures instigated by
the Scottish academic library community to help meet the challenge.
Argues that the decline in overall funding and continued transfer of
resources from collections to services cannot proceed indefinitely if
Scottish universities are to function effectively in an age of
information‐hunger and accelerated growth in student numbers.
Library Use of Performance Indicators
Authors: Richard Stephen
Published: September 2004

Surveys the use of performance indicators in higher education
libraries, arising from a study tour of the USA. Considers the purposes
and use of performance indicators in relation to missions and goals.
Discusses costs in relation to what is to be measured and examines
implementation of performance indicators in higher education libraries.
Career Development Reports: A New Initiative in Student
Career Perceptions
Authors: Stephen Peter , Burke Maria E.
Published: September 2004

Students at Manchester Metropolitan University School of Library
and Information Studies are required to submit a career development
report, analysing their own aims and aptitudes for their future careers.
While an independent exercise, this report also helps to prepare
students for their eventual preparation of a Professional Development
Report for the Library Association. Discusses the aims and objectives
and operation of the report and considers its initial implementation.
Positively Seeking Excellence
Authors: Ranson Stewart
Published: September 2004

New trends and developments in the management of education are
revealed. This article assesses the extent to which the management style
of “excellent organisations” can be applied to education
authorities.
Leadership Styles and Human Resource Management: A Content
Analysis of Popular Management Writings
Authors: Culpan Refik
Published: September 2004

Popular management writings are examined in an attempt to answer
the following questions: What constitutes effective management? What are
the current themes of, and approaches to, management? Emerging
leadership styles and human resource management implications are
discussed.
Knowing Your Market
Authors: Tibbert B.A.
Published: September 2004

This is an instructive account of how Du Pont UK changed from being
a product‐driven organisation to a customer‐driven one in order to
maintain its competitive position; a move that was achieved by improving
the company′s network of marketing intelligence. The article examines
how Du Pont UK′s executives improved their knowledge of information in
their particular environments, enabling them to compete more effectively
in the future.
A Diagnostic Approach to Improving Managers’ Operational Effectiveness
Authors: Hayes John , Dunn Tony
Published: September 2004

A common approach towards enhancing managerial effectiveness is to
focus attention on improving the knowledge and skill of the manager,
i.e. training. This approach assumes that the main barrier to
effectiveness is some deficiency in the individual. A quick and simple
approach to diagnosing problems associated with the manager′s role which
arise from the way it has been defined and structured is presented that
relies heavily on Mintzberg′s description of a manager in terms of a set
of roles.
Management Training and Organisation Development for Real
Organizational development
Authors: Berger Mel
Published: September 2004

An in‐company approach to improving the competence of middle
managers and starting up a constructive problem‐sharing and solving
process is decribed. A number of questions on training and application
of learning to the job are answered and practical suggestions are
offered for improving the effectiveness of management development, based
on an assignment undertaken by the author.
New Developments in Effective Time Management
Authors: Margol James , Kleiner Brian H.
Published: September 2004

Executives must develop skills to manage management time as well as
conventional time. Methods which improve skills include understanding
time‐space structures, using methods proposed by Peter F. Drucker, and
managing one′s immediate management molecule as proposed by William
Oncken. Unconventional time management techniques used by Harold Geneen,
Ex‐CEO of International Telephone and Telegraph are also explored.
From Private to Public: The Choice and Requirements
Authors: Holden Paul
Published: September 2004

Private companies go public for a variety of reasons. Whatever the
motive, shareholders and directors should have a clear understanding of
the implications and responsibilities arising from this change of
status. The author examines every aspect of public company status and
presents an analysis of the feasibility of a stock market flotation by
his company. This article provides valuable insight for companies
considering a stock market flotation.
Examining Industrial Sales People’s Reward Valences
Authors: Dubinsky Alan J. , Ingram Thomas N.
Published: September 2004

Given the limited empirical work investigating personal
characteristics of industrial sales people as related to their reward
valences and the limitation of measuring valences at a single level,
previous research is extended by examining the relationships between
industrial sales people′s personal characteristics and their valences
for multiple levels of various rewards. A conceptual framework is
presented, previous studies reviewed, hypotheses offered, the
methodology explained, and the results and implications of the study
discussed.
How Foreign Trade Zones Can Reduce Costs
Authors: Ferguson Wade
Published: September 2004

This article shows how using foreign trade zones as part of the
distribution system can reduce the total product cost of imports into
the United States and exports to foreign markets.
Retailing and the Importance of Micro‐Locational Linkages
Authors: Brown Stephen
Published: September 2004

Success in retailing depends heavily on location. Retailers do
better if their shops/stores are situated adjacent to complementary or
competitive establishments. This article presents the results of a
survey of the micro‐locational perceptions of traders in the centre of a
major British City.
Introducing a Work‐measured Incentive Scheme
Authors: McNab Don , Crawley Tim
Published: September 2004

Some aspects of change strategy theory as they relate to the
introduction of a group work‐measured incentive and maintenance planning
scheme for a works engineering department in the heavy manufacturing
process industry are set out. Types of change strategy are reviewed
briefly, followed by a most important facet of change strategies, the
question of the clients′ participation. The influence of the degree of
commitment from top levels of the organisation and the effects of
rewards available are discussed and related to the actual events.
Innovation in Mature Companies – Rejuvenation or
Stagnation?
Authors: Flett Fred
Published: September 2004

When an organisation matures to a medium or large concern, it can
lose some of the innovative drive which brought its success, and
thereafter begins to fade. This article presents a new model of product
(service innovation screening) based on questioning of product, price,
promotion, place and people strategies weighted against an
organisation′s Strengths, Weaknesses Opportunities and Threats (SWOT)
analysis. The aim of this method is to initiate and crystallise
conceptual thinking, and mobilise the execution of innovation.
An Obligation to Improve
Authors: Hammons Charles , Maddux Gary A.
Published: September 2004

Public concern regarding the United States′ competitive dilemma has
forced both private‐and public‐sector organisations to critically
re‐examine traditional accepted managerial techniques. This article
presents a preliminary plan for implementing the managerial philosophy
of Dr W. Edwards Deming in the public‐sector environment.
Strategic Changes in UK Grocery Retailing
Authors: Ogbonna Emmanuel
Published: September 2004

Retailers are facing conflicting strategic variables as they enter
the next decade; horizontal versus vertical diversification; high street
versus greenfield out‐of‐town siting; own label versus branded goods;
staff cost reductions versus loyalty and commitment of service staff.
This article looks at these strategic choices in the context of the UK
grocery retail sector, drawing comparisons with retail banking. It
concludes that the industry is likely to consolidate market share by
acquisition; that overseas diversification is unlikely; that
“superstore” development will slow or stop; but that stores
will expand product lines, particularly in non‐food items.
Worker Reward Schemes
Authors: Stewart J.
Published: September 2004

Rewards to workers who suggest ways of improving quality and
quantity in production are by no means new. It is argued that incentive
schemes have other benefits besides increasing production and lowering
costs, and a review of some of the rewards offered by firms over the
years is presented.
Understanding and Managing Informal Groups
Authors: Hussein Raef T.
Published: September 2004

Informal work‐groups are described, and their
characteristics and development are discussed.
They are compared with formal groups which are
defined by the structure of the organisation and
an individual′s role within that structure. Informal
groups will always occur in any organisation; so
management′s task is to understand and use
informal groups to achieve the organisation′s ends.
This is especially true as regards productivity, and
the variables affecting productivity are discussed.
The article then concentrates on leadership as a
factor affecting group productivity. In this context,
interactions between leaders (formal and informal)
and group members are considered. A model is
presented of how management can use informal
groups to increase productivity. The importance
of good relationships between formal and informal
groups is emphasised, and a list of ways in which
management can foster good relationships is
provided. If, for any reason, the informal group
will not co‐operate with the organisation, but
continues to work against it, management must
ensure that the group is disbanded.
Politics – The Illegitimate Discipline
Authors: Thompkins Jack M.
Published: September 2004

Political behaviour and the games played within
organisational structures are devastating to its
resources. Politics emerges as a result of
executive management′s lack of decisiveness and
control in the execution of the basic management
functions of planning, organising, staffing, directing
and controlling the organisation′s resources.
Organisations with no policies or policies with no
enforcement are a haven for political participants
who put the organisations′ resources at risk. In
this context political emergence, its
consequences, and how politics may be kept to
a negligible level are explored.
Marketing to the Older Consumer: A Qualitative Perspective
Authors: Tynan Caroline
Published: September 2004

Older consumers, that is, those people nearing
or at retirement age, are increasingly being
recognised as an important market segment. This
segment is reviewed and some ways for the
marketer to approach it are suggested.
The Small Order Problem
Authors: Lambert Douglas M. , Bennion Mark L. , Taylor John C.
Published: September 2004

The nature of the small order problem is considered,
and the associated advantages and disadvantages
of the various policies for dealing with the small
order are examined. The calculation and use of the
minimum order quantity as a policy for dealing with
small orders is demonstrated.
A Totally Integrated Management System
Authors: Long Ralph F.
Published: September 2004

Because organisational management systems tend
to grow organically over time, they are often at
cross‐purposes with overall objectives, systems
and cultures. This phenomenon is examined with
particular attention paid to personnel
management, motivation and reward systems.
Leadership and Excellence
Authors: Wynne Bernard
Published: September 2004

To meet the demands of the 1990s, the Woolwich
Equitable Building Society ran a “Striving for
Excellence” campaign. Research was carried out
into customer needs, as well as both formal and
informal staff surveys. Leadership was identified
as the most important element in the campaign.
It was crucial that the campaign started at the top
of the organisation, and had the total commitment
of top management. In the belief that excellence
in customer service was the key to maintaining,
and improving market position, top management
in the society undertook an intensive training
programme in leadership as a means to
excellence. The programme covered subjects such
as leadership theories, what makes a good
business leader, management by walkabout,
peer/subordinate relations, leadership and culture,
as well as the leader as communicator, delegator,
innovator and coach. The article describes each
component of the programme, considering its aim
and the way in which it was structured, as well
as its outcome.
Total Quality Management in the Public Sector
Authors: Hammons Charles , Maddux Gary A.
Published: September 2004

Total quality management necessitates the co‐operation
and enthusiasm of all employees.
Implementation issues are examined, including
inspection of the process, rather than the outputs;
co‐operation; human resource; management;
communication. The ideas of Dr W. Edwards
Deming, US management scientist who helped
rebuild the post‐war Japanese economy as an
adviser are expounded.
Use of Levered Mutual Funds to Capitalise on Long‐term Currency Trends
Authors: Madura Jeff , Soenen Luc
Published: September 2004

How investors can capitalise on a long‐term currency
trend by leveraging their investment in a mutual fund
is investigated. The sensitivity of mutual fund yields
to exchange rate movements and the degree of
leverage is tested for a strong dollar cycle (1981‐1984)
as well as for a weak dollar cycle (1985‐1987). The
empirical results provide evidence of the benefits
derived from leveraging investments in mutual funds
in anticipation of a long‐term trend in the home‐currency′s
value. To facilitate the foreign leveraging
by the small investor, the creation of foreign levered
mutual funds is suggested. While this study was
performed from the US perspective, the general
implications apply to investors in any country.
Managerial Decision Making Part 2: The Newer Techniques
Authors: Kharbanda O.P. , Stallworthy E.A.
Published: September 2004

Some of the newer techniques in managerial
decision making are examined, with particular
reference to those based on statistical and
mathematical principles and the use of
management information systems. The creativity
approach in its modern form, described as lateral
thinking, is reviewed. It is argued that creativity
is a skill that can be learnt, like any other skill,
and a process of managerial decision thinking is
advocated.
How to Establish an Organisational Purpose
Authors: Reyes James R. , Kleiner Brian H.
Published: September 2004

The study of how to bring people and resources
together in harmony to achieve a common goal
remains one of the most difficult tasks facing
management today. The value of developing a
corporate mission statement with a vivid vision
to enhance and create organisational purpose is
addressed and how different organisational
cultures affect the employees′ vitality are
examined. From the vision springs an aligning of
all the employees in the organisation towards the
company′s goal. Participation from both the
company′s customers and employees ensures
adoption of the purpose and keeps the purpose
dynamic and fresh. This leads to innovation, co‐operation,
and success of the organisation.
When You Need More Resources
Authors: Knippen Jay T. , Green Thad B.
Published: September 2004

A simple method of requesting increased
resources is suggested, with useful tips for the
faint‐hearted.
Corporate Hospitality: Marketing of a Monster?
Authors: Ramsay John
Published: September 2004

Recent developments in the UK corporate
hospitality industry are outlined. The
progressively more favourable media attention paid
to corporate hospitality is assessed and the
dangers involved in such developments are
discussed.
Principles of Business Ethics: Their Role in Decision Making and an Initial Consensus
Authors: Carroll Archie B.
Published: September 2004

This article describes how ethical principles can
be used in the decision‐making process. It
describes a survey conducted amongst a group
of managers and business students, who ranked
a number of ethical principles in order of
usefulness and applicability to their work. The
notion of the “ethics screen”, composed of a
number of ethical principles, is described. The
article concludes that ethical principles are
valuable only if there is a desire on the part of
individual decision‐makers for them to be applied.
Engineering and Manufacturing Managers of the 1990s Part 1: Capturing the ″Raw Material″
Authors: Hawkins Peter , Barclay Ian
Published: September 2004

The recruitment of engineering (and science)
based graduates and their subsequent
development to managerial status is discussed.
The problems that organisations experience in the
recruitment process are described and ways in
which the success rate can be improved are
suggested.
Transfer Pricing – Choice
Authors: Galway Albert
Published: September 2004

An examination of the philosophy and methodology
of transfer pricing is provided. The concept of
transfer pricing is that, within a manufacturing
company, one department, on transferring its output
to another department, should regard this transfer
as a sale and that there should be a definite policy
on setting the selling price. The most usual methods
of transfer pricing – cost, cost plus, market price
and dual pricing, are evaluated and worked examples
of transfer pricing implications in practice, included.
Mergers and Takeovers
Authors: Gilman Richard , Chan Peng S.
Published: September 2004

The different types and characteristics of mergers
and acquisitions are examined, and some
defensive and offensive strategies and tactics
explained. Reasons for mergers and takeovers are
also dealt with. The article includes a glossary
of terms, an example of a summary of Rights to
Purchase for a corporation (Bell Atlantic) and
three case examples of merger and takeover
(Chrysler/AMC′s friendly merger; Shamrock′s
hostile and unsuccessful bid for Polaroid; and
Campeau′s takeover of Federated Department
Stores).
Marketing Redefined
Authors: Grönroos Christian
Published: September 2004

The generally accepted means of implementing
the marketing concept is the model of the
marketing mix (or the 4Ps). But despite its almost
universal application, this model is highly limited
and specific: it was developed in the US, from
research on consumer packed‐goods and
durables. Recent European research in the areas
of industrial and services marketing has revealed
both the inadequacy of the old model and the basis
for a new definition of marketing. This is geared
to what the customer wants from marketing,
rather than what is convenient for the company
to provide – i.e. it is truly market orientated. At
the core of marketing is the establishment and
development of long‐term customer relations.
This market‐orientated emphasis requires a fresh
management approach, seeing marketing less as
a specialist function and more as a part of overall
management responsibilities. The implications of
this, as regards ′part‐time marketers′ and the
keeping of promises, are also discussed.
Developing Successful Market Intelligence: A Case Study
Authors: Skyrme David J.
Published: September 2004

Marketing departments spend endless time and
energy on marketing the company and its products
to the outside world, yet they often overlook the
importance of their models and expertise to
internal services within the company. The author
describes the setting up of a market intelligence
function within the UK subsidiary of a
multinational computer company, using marketing
techniques to research and “sell” the service to
other departments within the company. The
value‐activities of marketing – market
understanding, strategy formulation, detailed
planning and marketing operations are discussed,
and how each of these informed the establishment
and development of the market intelligence
function is considered. Having established market
intelligence in the company, the author discusses
the management of the service, particularly the
need for constant evaluation and adjustment, and
the importance of computer systems which meet
the user′s needs.
Corporate Codes of Ethics
Authors: Schlegelmilch Bodo B. , Houston Jane E.
Published: September 2004

Business ethics is an area growing in importance
for business managers. Research in the USA
suggests that three‐quarters of major corporations
have specific codes of ethics, and in the UK some
40 per cent (and increasing) of major organisations
have codes of ethics. This article explains a survey
on corporate ethics undertaken in the UK and
points to some reasons why firms choose to have
codes of ethics, and why some firms do not. It
concludes by suggesting that further research is
needed, especially on the perceived benefits of
a corporate code of ethics to organisations.
Unmasking Multiple Weak Links in the Chain of Command
Authors: South John C. , Matejka Ken
Published: September 2004

How can one know if a whole chain of managers
is weak? In practice, the chain of command seems
to handle the logic of effective organisation and
control adequately. Usually a single “weak link”
manager (a manager whose controllable
performance variables are substandard) is easily
identified. But what happens when several “weak
link” managers are functionally bound together. The
multiple indications necessary to unmask multiple
weak links are dealt with.
The World of the Japanese Chief Executive
Authors: Suzuki Norihiko
Published: September 2004

A typical Japanese CEO is very different from a
Western equivalent. The promotional structure is
based on seniority and length of service.
Evaluation of performance is constant through the
20‐30 years a person may work for a company
before gaining senior management level. The
Japanese government and financial institutions
retain control and influence over business by
sending retired senior officials into very senior
positions in lower ranked companies. Key
attributes of Japanese CEOs are interpersonal
skills, general management skills and marketing
or financial abilities.
Advanced Manufacturing Technology: Investment Decision Process. Part 2
Authors: Swann K. , O′Keefe W.D.
Published: September 2004

This article is the second half of a series concerning
advanced decisions. Central to the problem of AMT
(advanced manufacturing technology) is that
investment is uncertainty. Under consideration is
a highly expensive innovation, often bringing
unprecedented operational routines and
organisational impacts. The intangible benefits of
AMT are dealt with here, and how to quantify them.
Advanced Manufacturing Technology: Investment Decision Process. Part I
Authors: Swann K. , O′Keefe W.D.
Published: September 2004

This article is the first half of a series concerning
advanced manufacturing technology (AMT)
investment decisions. Individual problems with
formalised techniques in this field are reduced by
the frequency of their joint use in organisations.
The article emphasises that it is important to
appreciate that the nature, costs and benefits of
AMT are complex and the systems have a far‐reaching
impact on the organisation.
Business Growth Part 3: How to Grow – Routes and Recommendations
Authors: Page Anthony S. , Jones Ralph C.
Published: September 2004

The importance of reviewing the opportunities for,
and the barriers to, growth are examined. Ways
of measuring growth are discussed, and five
routes to business growth are outlined – market
development, product and service innovation,
investment in “capability”, business organisation
and control, and acquisition, considering the aims,
advantages, disadvantages and tools needed for
each. The principles of drift and discontinuity are
described in relation to fast growth, and three
examples of fast‐growth companies are
considered. Some detailed recommendations for
chief executives who wish to lead their companies
towards growth are provided, including:
understand the business environment; develop the
business for growth; and develop a management
style to match. A summary of the findings of the
research is reported, recapping the four
management systems, the five growth rules and
the eight characteristics of fast‐growth companies.
It is suggested that the way to sustain growth and
avoid problems, is to develop service brands,
which will be the growth area of the 1990s.
Business Growth Part 1: Fast Growth
Authors: Page Anthony S. , Jones Ralph C.
Published: September 2004

Fast‐growth companies illustrate, over a short
space of time, the opportunities, threats,
problems and pitfalls of business growth. After
carrying out a general survey of fast‐growing
companies in Britain, the authors carried out an
in‐depth study of 30 of them. Organic growth and
growth by acquisition were examined, as well as
their strategic planning and implementation, their
control of operations and their company
development. Successful fast‐growth companies
were found to be anti‐bureaucratic and task‐focused.
The keys to their success were size
flexibility and opportunism. The companies
studied were bold in their strategy but
unsophisticated in developing and implementing
strategic plans. The main weakness of the
companies was a lack of attention to managing
transitions – i.e. controlling the evolution of the
company as it grew. These weaknesses were
revealed in the worsening business climate of the
late 1980s, when many of these star performers
of the early 1980s hit major problems.
Towards a New Model for Product Portfolio Analysis
Authors: Proctor R.A. , Hassard J.S.
Published: September 2004

Like investors in stocks and shares who have a
portfolio of different kinds of investments, each with
special characteristics regarding risk, rate of return,
etc., organisations, too, have a portfolio of products
or services with varying characteristics. Top management
in such organisations has to find a desirable
balance among alternative products. Several prescriptive
models have been proposed to aid management
in the task of product portfolio analysis and
selection. The two most important of these are the
Boston Consulting Group model and the GE‐McKinsey
model, although there are others,
amongst which the “Directional Policy Matrix” and
“Sheth‐Frazier Margin‐Return Model” are notable
examples. Both of the latter models, however, offer
little in the way of improvement on the two former
models. The GE‐McKinsey model and the Boston
Consulting group model are referred to specifically,
their limitations noted, and a model proposed which
makes up for some limitations in these earlier
models.
Conflicts and Strategic Implications for MNC Market Entry
Authors: Abraham Yohannan T.
Published: September 2004

Three‐hundred‐and‐fifty‐nine of the world′s
largest MNCs were surveyed to determine
signficant conflict areas. The findings are
summarised in terms of ownership entry modes,
nationality and age of MNC and pointers for MNC
management and firms contemplating
internationalisation are suggested.
Staff Selection Decision Making into the 1990s
Authors: Anderson Neil , Shackleton Vivian
Published: September 2004

Most managers would agree that the calibre of
an organisation′s employees is vital to its business
success. However, to many managers, selection
is a headache: job descriptions have to be written,
advertisements placed, a shortlist of candidates
agreed, assessments of candidates carried out,
and a final decision reached. The process is time‐consuming,
costly and an unwanted interruption
of critical business activities. Throughout the
1980s, many advances have been made in
personnel selection by occupational psychologists
in the US, Canada and Europe. Unfortunately, the
substantial developments have not been taken up
by many practising managers in Britain. This
article attempts to review and summarise the
critical trends and themes in the advances in
systematic staff selection over recent years.
How “General” are your General Managers?
Authors: Dakin S.R. , Hamilton R.T.
Published: September 2004

In 1984 the authors conducted a survey of general
managers in Christchurch, New Zealand, to learn
how they approached their work. The managers
were asked to respond to a questionnaire listing
ten different facets of managerial work. The
methodology and findings are presented in this
article in the hope that they may be useful to other
groups of general managers. The questionnaire
will enable managers to identify areas of their
work which they may under‐or over‐emphasise.
This in turn may reflect potential development
needs, or suggest different ways in which the work
can be handled.
Business Ethics? Yes, but What Can it Do for the Bottom Line?
Authors: Donaldson John , Davis Peter
Published: September 2004

There has recently been an increased interest in
business ethics worldwide. With the help of case
studies, aspects of business ethics are discussed:
its realistic use in management and how it can help
to raise standards of performance and conduct in
the workplace.
Success and Failure in Marketing Innovation: Videotape vs Laservision
Authors: Duke Robert
Published: September 2004

The area of innovation and new product development
is both one of the most important and one
of the most uncertain in management decision
making. What looked like good ideas on the drawing
board often fail in the marketplace for seemingly
arbitrary reasons, or simply due to bad luck. Many
innovations fail because the relationship between the
innovation and the consumer is ignored in the quest
for state‐of‐the‐art technology. While innovation will
always remain a risky undertaking, the application
of consumer behaviour models, such as that
proposed by E.M. Rogers, can increase the
proportion of successful product launches.
Developing the Employment Package: Attracting and Retaining the Best Employees
Authors: Hind Matthew
Published: September 2004

For organisations to attract and retain top quality
staff in the 1990s they will need radically to change
their thinking towards benefits offered to such
staff. It is suggested that a targeted approach,
reducing rather than increasing the traditional
benefits offered, could pay dividends for
organisations competing for scarce human
resources.
Corporate/Marketing Philosophy: A US, Japanese and British Comparison
Authors: Howard Donald G. , Howell William , Ryans John K.
Published: September 2004

This article presents the results of a recent study
of the strategic marketing and management
priorities of leading British executives. Further,
their views on a wide range of current and future
strategy issues are compared with earlier research
on US and Japanese executives conducted by the
Japanese Management Association (JMA).
Pricing for International Business Development
Authors: Lancioni Richard A.
Published: September 2004

Pricing is a primary factor in international business success.
Conventional price definitions are too narrow and a wider definition,
taking account of intangible as well as tangible product qualities, is
more applicable. A firm needs to know the identities and strengths of
its competitors. It must identify market segments and choose those in
which to concentrate its efforts. Other factors must also be considered,
including the stage in the product life cycle and the firm′s marketing
strategy. This article describes the five major pricing axioms in
international marketing and concludes that although pricing in
international markets is not an easy task, by better understanding the
international marketing environment, a company can more effectively set
prices and be competitive.
Managerial Responsibility: The Re‐emergence of the
Corporate Conscience
Authors: Maddux Gary A.
Published: September 2004

The author propounds that management carries a responsibility
– to employees and suppliers as well as customers. Respect
is seen as the key relationship variable. In this it is argued such
managerial techniques as Management by Objectives (MBO) and internal
competition are counterproductive.
A Valuation Model for International Acquisitions
Authors: Madura Jeff , Vasconcellos Geraldo M. , Kish Richard J.
Published: September 2004

The proliferation of mergers during the 70s and 80s has generated voluminous amounts of research with a primary focus on the impact to the shareholders from both the acquired and the acquiring firms. Relatively little research has been placed on the valuation process itself, especially within the international merger setting. To fill the void, this article details a valuation process based on capital budgeting. This approach is designed for use by foreign firms contemplating mergers or acquisitions across international borders. The framework may also be used to help explain the increasing numbers of non‐US acquisitions of US firms and to make inferences about divestiture and leveraged buy‐out (LBO) activity.
Management Development: The ICL Experience
Authors: Mayo Andrew
Published: September 2004

Presents the story of a managing director and his team adopting
management development as a positive contributor to a massive and urgent
change of strategy within a company. Examines the way that total
cultural change within the company was achieved. Focuses particularly on
those processes, structures and systems that are relevant to people
development.
Thinking Globally and Managing Locally
Authors: Morden Tony
Published: September 2004

The article begins by explaining the strategic need to “think
globally”. It analyses strategic perceptions of what and where the
market is, and examines the competitive consequences of global thinking
by the enterprise. The requirements of enterprise capacity for the
effective national implementation of international strategies are
analysed. This means “managing locally”. The article
concludes by considering some of the skills and personal traits of the
international manager. These may have to be developed if enterprise
management is to achieve the proper local implementation of its global
strategies. A variety of case examples and studies are illustrative of
the international strategies.
Developing a Mentoring Relationship
Authors: Knippen Jay T. , Green Thad B.
Published: September 2004

Practical advice to those wishing to develop a mentoring
relationship with their boss (or other senior member of an organisation)
is presented. Role‐play dialogues are drawn on, and a checklist is
included. The author isolates four stages in developing a mentoring
relationship and develops areas within those stages.
Defining Product Value in Industrial Markets
Authors: Mohan Reddy N.
Published: September 2004

The search for a better grasp of the what, why and how of product
value is analogous to the quest for the Holy Grail. Just when you think
that you finally have a handle on it, the mirage fades away and another
appears on the horizon, full of hope. So go our efforts to understand
customer valuation of products. There exists a value definition at every
turn, but one is never too sure how they all fit together (if they do at
all!). This article attempts to reconcile the various definitions in the
search for an operational framework of product value.
In Search of Excellence Ten Years Later: Strategy and
Organisation Do Matter
Authors: Capon Noel , Farley John U. , Hulbert James M. , Lei David
Published: September 2004

The Peters and Waterman framework of eight management principles,
focused largely on organisational design issues, is used to examine
differences between 19 “excellent” and 50
“non‐excellent” firms. Data from large United States
manufacturers show that the “excellent” companies earn
higher returns on capital, have less variable returns and are more
innovative. They also tend to operate businesses which emphasise high
value‐adding activities further downstream, closer to the final market.
Twenty‐two measured items associated with the eight Peters and Waterman
principles differ systematically between the “excellent” and
“non‐excellent” firms. In addition, 13 measures associated
more directly with strategy also differ systematically. High investment
in R&D, a strong international posture, and strong market positions
provide an alternative explanation to the Peters and Waterman principles
for good profit and innovation performance by the
“excellent” firms, thus reinforcing the need to better
understand industry and global strategy dynamics – as well as the
ingredients of entrepreneurial, open climates.
Information Technology is Good for You – Isn’t It?
Authors: Chapman Paul
Published: September 2004

A growing number of leading management consultants are highlighting
from their work the link between investments in information technology
and successful business performance. Whilst many senior executives have
taken this message to heart and have invested heavily in IT, they are
frustrated by the seeming lack of progress and escalating costs in their
information services operations. Some rules of thumb for the
“non‐technical” senior executive by which he or she can
measure whether the technology investments being proposed are the right
solutions are given. It is suggested that “return on
investment” is not the best measure of success in IT and gives an
alternative measure by linking the investment to achievement of business
objectives. In the process, it explodes one or two myths about IT.
Human Resources Strategy: Focusing on Joseph’s Analytic Work
Authors: Akande Adebowale
Published: September 2004

Researchers have begun to study the relationships between human
resources management practices and Biblical personalities′
organisational characteristics such as competitive strategy, analysis
and technology. Joseph′s strategic planning skills and good analytic
work in stating the result of his evaluation unequivocally and in terms
meaningful to the pharaoh is examined. The human resources department is
being presented with an opportunity to become a significant player in
the management team. The wider implications are discussed: changes in
the business environment demand a faster‐paced approach to human
resources planning.
Management Perceptions towards Buyouts
Authors: Alkhafaji Abbass F.
Published: September 2004

Management′s perception towards buyouts, the impact that various
forms of the buyout are having on the marketplace, and how buyout
popularity effects the economy are discussed. The buyout has also become
a popular alternative for entrepreneurs, who in the past have founded
companies rather than buying existing firms. The advantages that buyouts
offer the entrepreneur compared to the traditional approach are also
discussed. A survey of managers who have been involved in buyouts is
discussed and correlated to current literature involving the new
entrepreneur and his/her involvement in the buyout phenomenon.
Using “Paperback” and Academic Theories for Practice
Authors: Barton Cunningham J.
Published: September 2004

Many managers have found popular and academic writings on job and
organisational design most interesting and have committed a great deal
of energy in trying to use them. Terms such as job enrichment, job
enlargement, Japanese management, and socio‐technical design have become
well known for their potential in responding to problems of job
dissatisfaction, labour instability, and poor workmanship. Ways in which
“popular paperback” theories, as well as other more
systematic organisational theories of design might be customised to the
particular needs of the organisation are illustrated.
Process Cost Accounting – Methodology
Authors: Galway Albert
Published: September 2004

The methodology of process cost accounting is set out in a
step‐by‐step format. This is a technique used when operations are not
undertaken on a discrete, job‐by‐job basis.
Structures and Processes of Company Quality Control Circles (QCCs): An Explanatory Study of Japan, the USA and Singapore
Authors: Ghosh B.C. , Kia Song Lim
Published: September 2004

The spectacular productivity gains achieved by Japanese firms from quality circle programmes have attracted the attention of many other authorities who are now looking for ways to apply the concept in their own countries and companies. In Singapore, the National Productivity Board has directed its effort towards a nationwide use of quality circle programmes. Support comes from the highest levels of the government hierarchy. Quality circles have been claimed to be effective in improving quality of products, increasing productivity, improving skills level, motivating workers and enhancing morale. However, while some have reported that quality circles worked well in their companies, others reported that their attempts to use the quality circle concept had failed. How successful companies have implemented quality circles in their companies and what unique characteristics their circles possess is studied. A comparison of the use of the QCC concept in Japan, the USA and Singapore, supported with a sample of case studies, is also presented.
Intrapreneurship and Entrepreneurship amongst MBA Graduates
Authors: Oliver Carol , Pass Sandra , Taylor Jayne , Taylor Pamela
Published: September 2004

A questionnaire‐based survey of a business school′s MBA graduates
draws conclusions on their entrepreneurial and intrapreneurial leanings.
The authors suggest that specific combinations of personal
characteristics and support systems will make implementation of MBA
project findings more likely.
A Model for Customer‐Supplier Alliances
Authors: Burdett John O.
Published: September 2004

International competition, the rapid pace of technological
development, the escalating cost of research and development, truncated
shelf life, the ability through information technology to evaluate the
cost of poor quality, abbreviated product development cycles, all
combine to create an environment for the accelerated growth of
customer‐service alliances. In reviewing the forces behind these
alliances, the article outlines the need for a systematic model
outlining the stages of growth involved in such alliances. After
exploring marriage and new job management integration as potential
models, the article examines the validity of a proven model from the
natural sciences as a means to manage customer‐service alliances better.
The model outlines both the four critical stages of growth –
sparse, confluent, aligned, fused – and the medium necessary if
the alliance is to flourish.