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The skill set required to be a professional in any profession is inherent in the qualifications required for entrance to that profession. The ability to demonstrate leadership in the middle to upper echelons of that profession is demonstrably different. The School of Information Studies at the Charles Sturt University in Wagga Wagga Australia sought to explore what a postgraduate qualification in the leadership of the profession might look like and what the demand for such a qualification might be. The purpose of this paper is to detail that research effort and the outcomes.

The study undertook a number of different approaches including engaging in networks of professional colleagues globally and a series of focus groups in Brisbane, Sydney and Melbourne. The outcomes were analyzed in terms of the expectations of what a new degree might contain as well as the enrollment prospects for such a degree.

There was a strong ground-swell of support for a new degree of Masters of Information Leadership. The combination of subjects from the LIS environment together with subjects from a MBA environment was strongly endorsed. These areas of interest were documented in the paper along with recommendations.

There is a fertile ground for research here in two ways. First, there is much scope for the examination of the course requirements and how they sit in a future work environment. This is especially the case where there is a convergence of the interests of the galleries, libraries, archives and museums sectors. Second, there is much to be done as the authors look at leadership skills sets for future information environments which are highly speculative.

This study has produced a set of requirements for a new Masters of Information Leadership. It is a very useful set of requirements to base future studies. There was also a very strong requirement for real life aspects to such a course rather than theoretical exercises as has been the current academic practice.

This study is quite original as it sought to engage practitioners in different areas and sectors in Australia aiming to ensure that the resulting academic program was closely aligned with practitioner need.

Discusses the importance of a strategic approach to human resource development (HRD) in an environment of rapid change. HRD is defined and the characteristics of strategic HRD are identified. Puts the view that HRD is a strategic imperative – nationally, organisationally and individually. Outlines themes that are to be developed in a series of brief articles in coming issues of Library Management.

Though qualitative evidence of social impact exists for disability-inclusive social enterprise, there is a dearth of quantitative economic impact on their social impact. This study aims to address this gap and investigate the appropriateness and usefulness of social return on investment (SROI) methodology in this context.

Primary data was collected from people with disabilities, their families, staff at the parent company (an Australian Disability Enterprise [ADE]), social investors and other key stakeholders (n = 17). The study was also informed by the literature and a steering group to provide expert opinion when no other data existed to inform estimates. Sensitivity analysis was performed to check the robustness of the analysis.

Social return was estimated at $1.47–$2.65 for every $1 invested (over 3 years) and $8.48–$12.63 (20 years). Some forecast assumptions significantly impacted upon final ratios and need to be tested. How SROI ratios are received by social investors, the ADE sector and government remains untested. However, the political climate suggests ADEs adopting social enterprise models will be well received if they can deliver, and demonstrate through robust measurement, sustainable open employment opportunities.

Few studies exist that estimate the social impact of social enterprises supporting open employment of people with disabilities. At a time when ADEs (sheltered workshops) have been heavily criticised for providing repetitive, menial work for top up wages on welfare payments, the outputs from this research may provide valuable data to an ADE sector in transition as well as social investors and policy makers who increasingly require robust measurement of impact.

The purpose of this paper is to explore human issues within subordinate and leader interaction and guide police leaders in how they can achieve success. Although focussed on uniformed services, leaders from all areas will find the arguments presented here useful.

The paper draws on a number of catastrophic case studies, including the collision of two war ships, two Jumbo Jets, the defeat of the Spanish Armarda and the failure of Hitler’s military to respond effectively to the D-Day landings. It will examine work by Rittel and Webber (1973) and Grint (2005), who propose different styles of leadership for different problems.

The paper will find that humans are inherently obedient and reluctant obedient, reluctant to challenge authority and introduces the concept of blind obedience into police leadership. A distinction will be drawn between commanding in critical situations, which are rare, and leading in routine situations; the paper will conclude that to lead the police service through the turbulent times ahead, police leaders must be on guard against blind obedience and create an environment where subordinates have a voice and will be heard. The paper also finds that “micro-management” from a remote location is ineffective and that staff must be afforded time and space to undertake tasks and that strategic leaders must allow their subordinates, at the tactical and operational levels, freedom to act with the overall strategy; the paper recommends leaders adopt a mission command approach.

The paper will contribute to understanding how subordinates and leaders interact and will be of value to all who lead, particularly in structured organisations like the police, where rank plays a factor in establishing a strict hierarchy. It introduces the concept of blind obedience into police leadership and warns that police leaders, and indeed leaders in all hierarchal organisations, must be on constant guard against it.

To develop and validate an instrument to measure the problems associated with performance appraisal.

The implementation was in two phases. Phase 1 involved the development and validation of an instrument to measure the problems with performance appraisal. Phase 2 involved the exploration and confirm the construct measurement. Data used in Phase 1 were collected from interviews with administrators and employees in the automotive parts manufacturing industry and five experts. In Phase 2, data were derived from questionnaires sent to 320 employees of automotive parts manufacturers in the Eastern Region of Thailand.

Problems concerning performance appraisals were classified into two components as problems with the appraisal process and problems with the appraising person. The concepts, theories and interview results that were used to develop the instrument and assess problems with performance appraisals were consistent with the empirical evidence.

The developed instrument may be used to measure problem levels of performance appraisals in organizations with high accuracy and reliability. Findings may be used as guidelines for management to effectively reduce problems with performance appraisals. The instrument may also be used for research measurement of organizational problems concerning performance appraisal.

Fairness, transparency and testability are aspects of effective management. Ignorance of problems in performance appraisals may have negative effects on a conducive working atmosphere and behaviors at the personal, group and organizational levels. Therefore, the findings of this study have social implications for the capability to examine fairness in employees' performance appraisals.

The instrument for measuring problems with performance appraisal was developed based on the combination of concepts, theories and interview and questionnaire data. This instrument facilitates human resource officers, managers and organizations in measuring the levels of problems with performance appraisals.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

In an exclusive interview, the Rhodesian Premier talks to Industrial Management deputy editor Chris Phillips. Hopes for a settlement have never been better and here, with reports direct from Salisbury, the prospects for British industry if sanctions are lifted, and how the country has weathered the embargoes, are outlined.

Ian Smith looks at the development of pay systems, such as Measured Day Work, and the extent to which their effectiveness has been undermined by continuing wage controls.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03074809910273250. When citing the article, please cite: Robin Murray, Neil Smith, Ian Pettman, (1999), “The UNIverse Project: a review of progress up to the demonstration phase”, New Library World, Vol. 100 Iss: 4, pp. 153 - 163.

Focusing on Johannes L. Sadie, a South African economist hired to investigate the economic options of Southern Rhodesia at the time of the Unilateral Declaration of Independence (UDI), this chapter examines the historical, ideological, pedagogical, and international influences of the intersection between economic discourse and racial ideology. Using the example of the Sadie recommendations, this chapter examines how the changing political context informed the state’s approach to the economy. A reading of the context in which Sadie was hired to justify Rhodesia’s UDI and provide legitimacy to its economic policies sheds light onto the Ian Smith regime’s approach to an alternative post-imperial (but not post-settler) state and economy, but it also speaks of the ways in which economic discourse can be deployed for political purposes by authoritarian regimes.