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In November 1986 the NHS Management Board announced the piloting, at six acute hospitals, of a new approach to resource management whose focus is on achieving, and demonstrating, measurable improvements in patient care through better use of all the hospital's resources. (A parallel development, not considered in this paper, is the extension of resource managment for community health services.) The full involvement of doctors and nurses in the hospitals is fundamental to the new approach and at national level the initiative is sponsored jointly by the Management Board and the Joint Consultants Committee (JCC). The term ‘resource management’ replaces ‘management budgeting’ which was applied, originally, to the project launched in four hospitals in 1983. But the change is much more than one of name.

The learning outcomes are as follows: to understand why talent management is a vital component of a company’s broader strategy for long-term operational excellence; to understand the impact of generation, life stage and career stage on an employee’s professional needs, goals and expectations of their firm; to understand how organisational culture contributes, in this case, to ineffective people management practices; and to develop a talent management strategy: new policies, processes or practices that will address the identified issues and create a sustainable pipeline of talent.

This case finds the successful agro-processing firm Namib Mills in a state of internal tension in April 2019. As Namibia’s premier supplier of staple food products, Namib Mills is performing well in a struggling economy. Then yet, CEO Ian Collard is concerned that his senior management team is not exhibiting the kind of leadership and strategic management needed to take the company into the future. As Ian examines the issue further – with the aid of a report from an external consultant – he begins to see that the weaknesses of his senior managers, who are prone to micromanaging and poor communication, are part of a bigger issue of talent management in the firm. The junior employees, who are energetic and ready to innovate, are growing restless as they wait for career growth and promotion opportunities. The rising leaders in middle management are also struggling to break through. Ian must confront how organisational culture and generational diversity within this family-owned business have created talent management barriers and develop a strategy for sustainably developing employees into the leaders of the future.

This case is designed for a master’s level management program and is well-suited for courses that deal with organisational behaviour, people management or human resources management. Specifically, the case is aimed at students interested in talent management, generational diversity and organisational culture.

CSS 6: Human Resource Management.

Investigates, using survey results compiled by Humberside Local Education Authority (LEA), the perceptions and future intentions of headteachers regarding the purchase of education services. Presents the results in quantitative and qualitative formats. Indicates that headteachers have an expectation that the LEA will respond to the findings of the questionnaire.

This register of current research in social economics has been compiled by the International Institute of Social Economics. The register does not claim to be comprehensive but is merely an aid for research workers and institutions interested in social economics. The register will be updated and made more comprehensive in the future but this is largely dependent on the inflow of information from researchers in social economics. In order to facilitate this process a standardised form is to be found on the last page of this register. Completed forms, with attached sheets as necessary, should be returned to the compiler: Dr Barrie O. Pettman, Director, International Institute of Social Economics, Enholmes Hall, Patrington, Hull, N. Humberside, England, HU12 OPR. Any other comments on the register will also be welcome.

Examining the work of Frantz Fanon and Stuart Hall, this article argues that their biographic practices and experiences as colonial subjects allowed them to break with imperial representations and to provide new, anticolonial imaginaries. It demonstrates how the experience of the racialized and diasporic subject, respectively, creates a kind of subjectivity that makes visible the work of colonial cultural narratives on the formation of the self. The article first traces Fanon’s and Hall’s transboundary encounters with metropolitan Europe and then shows how these biographic experiences translate into their theories of practice and history. Living through distinct historical moments and colonial ideologies, Fanon and Hall produced theories of historical change, which rest on epistemic ruptures and conjunctural changes in meaning formations. Drawing on their biographic subjectivities, both intellectuals theorize cultural and colonial forms of oppression and seek to produce new knowledge that is based on practice and experience.

While Ministers of the UK Government are mounting a wide‐ranging review of the country's National Health Service and attention is increasingly focussing on ways of stretching resources to treat more patients, more effectively, managers and clinicians are demanding more effective ways of looking at the performance of hospitals, clinics and health authorities to identify shortcomings.

A University Management Consultancy is applying an entirely new approach to helping the Engineering Division of British Airways

Humberside College of Higher Education is comparable to a polytechnic in its size and range of courses, and is the largest of the six major higher education colleges in England and Wales; the college also has the largest Library/Learning Resources operation. It has four main sites, three in Hull and one across the Humber at Grimsby. There are, at present, seven libraries and a central Bibliographical Services Unit. The library has a union COM catalogue produced monthly via the BLAISE/LOCAS system, which has been received since October 1981. Retrospective cataloguing is still underway to convert each site's card catalogue into machine‐readable format. Currently there are 60,000 monograph titles (representing 150,000 copies) covered by the union COM catalogue. Since 1981 in‐house computing facilities have been used to produce a subject index, and for the periodical control system. The latest aspect of the library service to undergo automation has been the book order system, in April 1985.