Search results

This paper looks at the how adult protection policy and procedures have been implemented in the Northern Irish joint health & social services context. This reveals great similarity with other UK settings. One board's use of focus groups to evaluate its policy and system is reported

Herbert Coblans to whose memory this number of the Journal of Documentation is dedicated served for thirteen years as its editor and as a world‐wide spokesman of Aslib's cause. In character and intellectual make‐up he was an exemplar of Aslib itself: a highly professional exponent of the skills and techniques of recording and communication in, particularly, scientific fields. In this role he never allowed himself to be an extroverted propagandist but maintained his sometimes magisterial status as a highly attuned expert talking to experts. Thirty years ago he had been Head of the Chemistry Department in the University of Natal and it was certainly because of his scientific background that he was able to show to the scientific world a sense of the philosophies and techniques and sciences inherent in modern methods. What we are trying to show here, mainly in contributions from his professional colleagues, is more than just a record of his achievements at the summit of expertness in his profession but something of the social, cultural and moral character of a very remarkable man.

Examines Laughlin Currie's experiences in helping to implement the New Deal, a new monetary system of Roosevelt's administration implemented during the 1930s.

This paper aims to identify and fill a gap in the knowledge of the contribution of Henry S. Dennison toward management and organization studies and problematize the assumptions underlying the mainstream understanding of scientific management and human relations.

Primary sources are in the guise of archival papers, as well as published journal articles, books and book chapters; secondary sources in the guise of material about Dennison, as well as interviews with family and friends.

The paper concludes that Dennison made an original and enduring contribution to management theory including, but not isolated to, personnel management, organizational behavior and corporate governance that influenced key thinkers of his times.

Dennison was a practicing manager – in fact, he was the president of (what was) his family company which operates today as Avery Dennison – but he still found the time and energy for active public service and to peripatetically articulate his management “praxis”. The paper reveals that much of Dennison’s thoughts and deeds have much relevance today. Among other issues, in his concern with reducing labor turnover and unemployment, in devising and implementing effective personnel management and in his pioneering work on human motivation, group dynamics, goal congruence, worker empowerment and executive compensation, issues of profound importance to business leaders today can be found.

To date, only piecemeal attempts have been made to chronicle Dennison’s contributions to management and organization theory, but these have been scattered across the social sciences. There has been neither any systematic, consolidated synthesis of his contributions to management and organization studies nor of his impact on the thinking of key thinkers of his times.

THE improvement in the British standard of living is generally desired. Politicians have not only subscribed to that ideal but some of them have indicated the rate at which we should advance. There are, however, certain trends in the country's economic life which must be reversed if we are to make any progress in that direction.

Indian Summer conditions prevailed in the pleasant Thames‐side setting as some 100 delegates convened at the Runnymede Hotel, Egham, on 20–21 September for the 1989 PCIF Conference. An advance glance at the programme suggested an interesting two days' activities. In reality, expectations were, if anything, surpassed and the general consensus was that the event provided an excellent variety of useful presentations, mainly on non‐technical themes. Incorporating business issues, training, exporting, the COSHH regulations, etc., it addressed relevant areas often underemphasised or ignored in the conference agenda. Interaction between delegates and speakers reached an all‐time high, with much constructive debate ensuing, and the inclusion of a number of panel sessions proved popular and successful. Let us hope that the organisers use the same recipe for the 1990 Conference.

The origins of the UNISIST programme proposals are to be found in the concerns of the scientific community itself for the survival of its traditional communication institutions. From the outset, the concern transcended political and ideological boundaries. Scientists of East and West, meeting under Pugwash Conference auspices, in Karlovy Vary in 1964, viewed the tendency toward fractional and unco‐ordinated mechanization of information processing in different countries and in different fields of science with apprehension. Were the sciences in the process of creating in the electronic age a new Tower of Babel? Would the adventitious application of technology defeat the fundamental purpose of free and open scientific communication among all nations?

Lack of knowledge and performance information sharing between actors is one manifestation of fragmentation in public performance management. This study aims to understand what managerial means are used for connecting performance dialogues and how these means affect fragmentation in performance management.

In this cross-sectional research design, the authors reviewed documents, interviewed public managers, observed workshops and held thematic discussions with public managers in one Finnish municipality. To analyze the empirical data, the authors used thematic analysis and both inductive and deductive research approaches.

The analysis revealed nine managerial means that public managers use for connecting performance dialogues to decrease fragmentation. These were (1) defining the division of labor between different dialogues, (2) assigning resources for performance dialogues, (3) generating convincing narratives for promoting collaboration, (4) providing the same performance information to collaborators, (5) building joint information systems, (6) establishing integrative performance dialogue hubs, (7) naming the gatekeepers, (8) offering training for dialogues and (9) synchronizing performance dialogues. Based on our findings, most of these means can preserve, increase or decrease fragmentation depending on their design.

The results of the study are valuable because the performance management literature has not investigated what managerial means are used to connect performance dialogues and how these means can preserve, increase or decrease fragmentation.