Outlines the make‐up and role of ACAS. Considers the different areas of their work i.e. collective conciliation, advisory services, individual conciliation, and promotion work. Discusses each in turn before speculating on the future for ACAS, suggesting that it needs to keep pace with the changing nature of work. Cites that the body is attempting an arbitration alternative to the legalistic employment tribunal.
Joyce‐Loebl's Alan Robinson, technical director, and Peter Hage, industrial systems manager, talk to Jack Hollingum about a low cost ‘vision engine’ for handling and…
Discusses the correct implementation of recognition systems in the light of the delivery of outstanding quality and customer service. Outlines the systems implemented by Hibritech Inc., Moore Business Forms and Chevron UK.
The past fifty years have produced a remarkable growth and improvement in aircraft size and performance which in turn has resulted in benefits to users, operators and aircrew. However, on the debit side, the servicing and maintenance of these aircraft has produced a proportionate deterioration in the working environment of engineers engaged in this activity.
– This paper aims to enhance the understanding of continuous improvement (CI) practices in Vietnamese organizations.
This paper aims to enhance the understanding of continuous improvement (CI) practices in Vietnamese organizations.
The study reported here is based on field research using in-depth case studies to investigate the factors underpinning CI effectiveness in Vietnam. Data were collected from direct observations, internal company documents and interviews in six leading Vietnamese companies, as well as interviews with 50 business leaders, managers, practitioners and academics in Vietnam.
This paper identifies the cultural conditions that have most shaped, and continue to shape, the management of CI in Vietnam, and suggests ways that practitioners can design effective CI practices in that country. For example, a very strong top-down management approach seems to be necessary to jump-start CI in Vietnamese organizations. Vietnamese organizations can succeed with CI, but they require substantial investment in human capital to give managers and employees at all levels up-to-date CI education and training. Furthermore, contrary to best-practice thinking in many developed countries, Vietnamese organizations may well be unable to motivate employees to participate in CI initiatives without a seemingly heavy-handed system of substantial rewards.
Future research in this area should study a broader selection of case companies across a wider selection of sectors, including more in service, and in other industries and in other regions of Vietnam. It should also aim to capture and analyze other factors that determine CI effectiveness.
To lead organizational change, leaders must first be able and willing to adjust their leadership styles to match the demands of their changing business environments.
While Vietnam is attracting intense interest from the international business community, little research has been done on CI practices there, in part because Vietnamese companies have developed a strong culture of secrecy, and are very wary of granting research access to outsiders. This study offers one of the first “inside views” of Vietnamese management with reliable data focusing particularly on CI.
Senior managers are continually required to manage the challengesbrought about by the waves of rapid and dynamic change. Researchundertaken by Henley Management College…
Senior managers are continually required to manage the challenges brought about by the waves of rapid and dynamic change. Research undertaken by Henley Management College into the development of standards of competence for senior management can contribute much in helping managers develop to meet such demands. Examines how the standards of competence were developed, and the outcomes from the research.
Creativity, so business theorists say, is a firm’s most valuable asset. We’ve all heard the mantras: “ideas are the future!” “innovate or die!” Getting the message is easy…
Creativity, so business theorists say, is a firm’s most valuable asset. We’ve all heard the mantras: “ideas are the future!” “innovate or die!” Getting the message is easy enough but for a lot of firms developing and harnessing creative ideas is easier said than done. Creativity is a particularly difficult notion for managers to have to deal with and, more importantly, account for. How do we decide we can afford to change the way we do things and invest in developing new ideas without the proof they are going to pay off?