Search results1 – 10 of 937
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This…
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
The parenting styles, or perhaps lack thereof, of Ambridge families is a much-talked about topic among The Archers listeners. This has been brought into keen focus…
The parenting styles, or perhaps lack thereof, of Ambridge families is a much-talked about topic among The Archers listeners. This has been brought into keen focus recently with the parental role in, and reaction to, Ed and Emma Grundy's separation, and the intra- and inter-family dynamics of the Archers clans brought about by Peggy Woolley's Ambridge Conservation Trust. This chapter presents an Archers Assembly, based on the Citizens’ Assembly model, to pass judgement on the parenting styles of the matriarchs and family heads of key Ambridge clans. The Archers Assembly crowdsourced (through the Academic Archers Facebook group) considerations on: The Matriarchs, Peggy and Gill Archer; David and Ruth Archer; Pat and Tony Archer; Susan and Neil Carter; Jenny and Brian Aldridge; and Clarrie and Eddy Grundy. The chapter offers the evidence on each set, with a list of ‘for’ and ‘against’ cases, and quotes, from respondents.
Academics in industrial relations have for many years been attempting to define their field of study. Recently, we were asked, by a client interested in training, to find…
Academics in industrial relations have for many years been attempting to define their field of study. Recently, we were asked, by a client interested in training, to find out how practitioners (managers and shop stewards) would react to a systems model of industrial relations. Their responses are reported here and suggest an approach to industrial relations training which may be helpful in clarifying, improving and changing practice.
The purpose of this paper is to critically reflect upon the use of the term accountability in the twenty‐first century and its role in “remaking the world in favour of the…
The purpose of this paper is to critically reflect upon the use of the term accountability in the twenty‐first century and its role in “remaking the world in favour of the most powerful” using the theories of Pierre Bourdieu and Jacques Lacan.
The paper examines the notion of accountability by analyzing a case study of the hostile takeover of Manchester United Football Club by the Glazer family. The field of football presents an interesting arena in which to study accountability because of its extremely interested and active fans who search for information on every aspect of their clubs. Lacanian theory is drawn upon to add to understanding of the psychopathology which the demands for accountability and transparency place on individuals. Bourdieu's work on illusio is drawn upon to understand the motivations of the field of football.
The paper finds that calls to “hold the most powerful to account” in practice lack political force. Thus the case study demonstrates the common (mis)recognition of the term of accountability. The ability to correct the abuses of the most powerful requires power.
The conflation of Bourdieu and Lacan adds to understanding of accountability as an empty cipher with performative power.
Kinship structures in Ambridge have been analysed using social network analysis (SNA) showing a network of a ‘small world’ type with 75 individual people linked by birth or marriage. Further, the network shows four major cliques: the first two centred on Aldridge and Archer matriarchies and the second where through the marriages of the third generation the Grundies, Carters, Bellamies and Snells connect together. The chapter considers the possible futures for kinship networks in the village, arguing either a version of the status quo or The Headlam Hypothesis through which Archers assume less importance and the strength of the weak ties in the network assume more prominence.
The Central Mental Hospital in Ireland is one of the oldest forensic mental health units in Europe. The hospital is currently in the process of transforming from a single…
The Central Mental Hospital in Ireland is one of the oldest forensic mental health units in Europe. The hospital is currently in the process of transforming from a single inpatient site to a modern national forensic mental health service. Central to this transformation is the need to move from the traditional security‐focused model of care to a model of recovery. The challenge incumbent within this transformation is to incorporate a sophisticated amalgamation of the patients' needs while recognising the broad range of security requirements in a forensic setting. This paper considered that adopting an integrated care pathway (ICP) approach would provide the service with a vehicle to re‐engineer our principles and systems of care. Likewise we hypothesised that the ICP would enable us to consolidate best practices such as multi‐ disciplinary working, structured professional judgement and the involvement of the patient and their carers. Thus far it has afforded us the opportunity to examine many aspects of the care delivered within the service. It has provided a shared understanding of key standards among clinicians, service users and carers that are necessary to implement a quality care pathway. It has certainly not been a stagnant process, and the initial work often bears no resemblance to the current process. In turn, we expect that it will continue to change as the path travelled is as important as the outcome and the ICP becomes a dynamic part of the organisation.
DURING the past six years, a considerable amount of progress has been made, in certain directions, towards improving methods of library work. The improvements introduced have mostly come from the younger generation of English librarians, and it must also be added that this enthusiasm for betterment has been confined to a very small circle of young librarians. The majority of British librarians have apparently remained untouched by the movement towards more perfect methods compassed by their fellows, and it is doubtful if, in spite of the remarkably good work accomplished by a few “earnest men in various parts of the country, there is not, on the whole, a great preponderance of professional apathy in regard to burning questions of librarianship. The proof of this is only too obvious. Anyone who has watched the dwindling attendances at monthly Library Association meetings must have been struck by the fact as indicative of weakness or defectiveness somewhere. No professional association, with professional interests at stake, is going to languish, and practically sputter out, unless the members are bored, or indifferent, or in some way apathetic. For nearly four years, the interest in the Library Association meetings has been declining, and although the annual gatherings have been more or less successful, thanks to the energy of the provincial members, it must be remembered that the monthly meetings have been very badly attended, although their interest has been as great as heretofore—which, however, is not saying much. Recently, this lack of interest has assumed the form of a kind of epidemic rot, which has attacked other associations as well as the parent one. We hear of one kindred society having entirely suspended its meetings for months, while we read of another which can hardly get an attendance large enough to carry a vote of thanks to the speaker. When we hear it stated that the interest in the Library Association meetings is so languid that even the readers of papers do not trouble to appear, and that about half‐a‐dozen members is all that can be mustered on some occasions, it must be obvious to all that there is something radically wrong. We have heard it suggested that the Library Association meetings take place on an impossible day, and that the notice sent out is insufficient because only published in the Record, which nobody reads ! There may be an element of truth in these suggestions, but hardly enough to account for the all‐round apathy which undoubtedly exists. The stimulus derived from the Leeds meeting has apparently evaporated already, and beyond a decidedly more healthy response to the examination scheme of the Association, it is hard to understand in which direction activity of any kind exists. Comparing the professional work on this side of the Atlantic with that of the United States, it must be confessed that the comparison is very unfavourable to the British case. In America there are dozens of flourishing associations, counting their membership in thousands, while here, there are some half‐dozen associations, including the Library Association itself, which can only muster among them a little more than five hundred members. This is a poor record when one considers the possibilities, and if librarianship is to become a more powerful factor in the educational development of the future, it is evident that a strong effort must be made all round to double the membership of all the existing associations to begin with, and then to interest and retain the members who join by means of live meetings, publications, and other enterprizes. It will not suffice to rest on present achievements if librarianship is to be recognized as a greater power in the State than hitherto, and for this reason it behoves those librarians who have any “go” left in them, to try and pull up the existing machinery to a higher state of efficiency.
Although within the leadership literature there is a body of research concerning the physical attributes of leaders, close examination reveals that much of it offers a…
Although within the leadership literature there is a body of research concerning the physical attributes of leaders, close examination reveals that much of it offers a rather surface level of analysis. A number of studies, for example, attempt to correlate leaders’ height with their success, and attempts have been made to identify a relationship between leaders’ performance and their attractiveness. In this book, a range of scholars from differing perspectives delve below the apparent level of physicality to highlight its paradoxically ‘invisible’ aspects including: the impact of gesture, the way in which the physical is intrinsically interwoven with the social and the contradictory nature of bodily taboos. The book shows how each of these aspects plays an important role in the creation and maintenance of leadership relationships.
This chapter introduces three tussles we and our authors have faced in navigating this territory. Firstly, we have worked hard to find forms of writing which ‘point towards’ the experience of physicality. Realising that written language can never ‘be’ that experience (just as Magritte demonstrates with his painting, ‘Ceci n’est pas une pipe’ that the reproduction of the pipe is not the pipe itself) we have encouraged authors to contribute first-person accounts, in-depth case studies focused on individuals and even activities which involve the reader in order to evoke a sense of the physical. Secondly, we have endeavoured to distinguish the ‘inside-out’ phenomenon of ‘embodiment’ from the ‘outside-in’ occurrence of ‘physicality’. Finally, our authors have worked to reveal the mutual entanglement of social and material worlds, such that paradoxically, the physical reveals itself to be ‘in flow’ and continually in a process of ‘becoming’. After describing how we have sought to resolve these challenges, a taster from each chapter is offered. The chapter concludes by reasserting the importance of recognising the physical nature of the connection at the heart of human relationships experienced as leadership.
1916, the most difficult year in the history of the library movement, has passed not without some satisfaction to library workers. The war dominated everything, and in its atmosphere most intellectual movements have paused somewhat so far as practical activities were concerned. At the end of the financial year in March, the voice of the Philistine was prominent and strident, and many reductions were made in the rate grants to public libraries. Few, however, did more than cripple their activities, and on the whole a fair measure of public sanity prevailed. In the circumstances the wider progress of the library movement has been small, but there has been progress. Unostentatiously, but systematically, the Carnegie Trustees have urged rural library schemes upon several county councils, and have made grants to urban libraries for new buildings, the erection of which, however, they have required to be postponed until the peace. The tercentenary of Shakespeare found librarians and library authorities awake and interested, and much good work was done. Towards the end of the year commercial libraries were discussed with remarkable unanimity in most of the great cities, and actually materialised in the fine experiment at Glasgow described in our last issue. In so far as librarians are concerned, the year has been eventful for the calling away of nearly all remaining men of military age. In connection with this the military authorities in many districts have shown a complete indifference to the intellectual requirements of the people. It is difficult to say how many library workers are now with the Colours, but six hundred would be a very conservative estimate. Some, alas, of the most promising men in the profession have fallen. An endeavour is being made by the Library Assistants' Association to preserve a record of all who have gone forth for the Empire. Naturally, library appointments have been few, and most of those that have been made have been of a temporary nature. On the literary side, too, librarianship has been practically sterile in this country. The book by Messrs. Gower, Jast and Topley, on photographic record work is a remarkable exception, but is not entirely a book of library methodology. America has not produced very much, but we noted a useful book by Mr. Arthur L. Bailey on library bookbinding, which appeared in the middle of the year. Throughout the year the Library Association has pursued a policy of masterly inactivity, and has missed most of the opportunities for constructive schemes which war time has offered. Its general meetings were abandoned in London, its Council has met irregularly, and it has eluded practically every problem which it ought to have faced. We have been consistently critical of this state of affairs, but we still believe in the Library Association, and our criticism, however trenchant, has not been to destroy but to revivify and accelerate. We do not think that librarians can do without the Association, and in all our attacks upon its stagnation we have kept this view clearly before us. The President of the Association, while condoning the suspension of the general meetings, has generously filled the gap made by their omission with the interesting reunions at the Royal Society of Medicine. Hope of better things has been raised by the belated establishment of the Technical Libraries Committee, to which we look for a forward and aggressive policy. The Library Assistants' Association has wisely refused to follow the example of its seniors. The few monthly meetings it has held have been intensely practical and focussed upon the problems of the hour. We hope they will continue in spite of the increased railway fares which in the new year have added difficulty to travelling. The establishment of the North Central Library Association provided an immensely important part of England with a means of creating and circulating library opinion. This brief chronique of the doings of the year leaves us hopeful if not contented. Financial and staff problems are likely to increase while the war endures, but having surmounted these and our other difficulties thus far, we look forward with confidence to similar success.
Few organisations exhibit the importance of physicality in leadership as explicitly as the symphony orchestra. While usually attributed to the direction of the conductor…
Few organisations exhibit the importance of physicality in leadership as explicitly as the symphony orchestra. While usually attributed to the direction of the conductor my own experience suggests that leading in orchestral performance is grounded in physical relations between individuals and among instrumental groups across the orchestra as much as in the interaction between musicians and maestro. In order to further interrogate this experience while enhancing our understanding of onstage relations among orchestral musicians, I recently undertook research that employed an autoethnographic methodology underpinned by the phenomenology of Merleau-Ponty (2002, 2004) and the sense-making ideas of Weick (1995, 2001a). Using this method while drawing on ideas such as kinaesthetic empathy (Pallaro, 1995; Parviainen, 2002), the picture presented in what follows is one of leadership embedded in physical interaction among colleagues.
This interaction is, I suggest, based on sense-making and sense-giving activity that occurs in a ‘kinaesthetic loop’ that draws on and is generated by auditory, visual and gestural information given and received by individual musicians. This activity in turn mediates the acoustic space between musicians and thus, ultimately, determines how leadership and coordination in the orchestra are constituted. Rather than being disembodied products of dictatorial direction dispensed through the orchestra’s hierarchy, orchestral performance and leadership emerge in this more nuanced account as co-creative processes in which all the musicians on stage share responsibility.