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Article
Publication date: 1 July 1911

[In view of the approaching Conference of the Library Association at Perth, the following note on the Leighton Library may not be inopportune. Dunblane is within an hour's…

Abstract

[In view of the approaching Conference of the Library Association at Perth, the following note on the Leighton Library may not be inopportune. Dunblane is within an hour's railway journey from Perth and has a magnificent cathedral, founded in the twelfth century, which is well worthy of a visit.]

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New Library World, vol. 14 no. 1
Type: Research Article
ISSN: 0307-4803

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Article
Publication date: 1 January 1992

Colin J. Coulson‐Thomas

Draws on the results of recent Surveys which highlight the need for clear vision and sustained top management commitment in culture change. Suggests that in order to gain…

Abstract

Draws on the results of recent Surveys which highlight the need for clear vision and sustained top management commitment in culture change. Suggests that in order to gain the necessary skills, management should adopt more of the attitudes, approaches, tools and techniques that have transformed management performance in benchmark companies. Uses the case of Rank Xerox to illustrate how a quality culture might be created.

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The TQM Magazine, vol. 4 no. 1
Type: Research Article
ISSN: 0954-478X

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Article
Publication date: 1 January 1992

Colin J. Coulson‐Thomas

Reports the key findings of a survey of major companies whichreveal a diversity of individual and corporate learning requirementswhich are difficult to address through…

Abstract

Reports the key findings of a survey of major companies which reveal a diversity of individual and corporate learning requirements which are difficult to address through public programmes. As companies build differentiated corporate cultures they are finding it more difficult to absorb “general inputs” or “standard solutions” from outside. There are however opportunities for external partners to work with them in the identification and definition of workplace based projects that would be both intrinsically important and offer development opportunities.

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Education + Training, vol. 34 no. 1
Type: Research Article
ISSN: 0040-0912

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Article
Publication date: 1 April 1996

Eric Sandelands

This special “Anbar Abstracts” issue of the Health Manpower Management is split into five sections covering abstracts under the following headings: Management tools;…

Abstract

This special “Anbar Abstracts” issue of the Health Manpower Management is split into five sections covering abstracts under the following headings: Management tools; Participation/roles; Types of change; Management Implementation.

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Health Manpower Management, vol. 22 no. 4
Type: Research Article
ISSN: 0955-2065

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Article
Publication date: 1 April 1988

Colin Coulson‐Thomas

The Changing Business Environment, Intense global competition, financial uncertainties, dumping, protectionism, political constraints, alliances and joint ventures are the…

Abstract

The Changing Business Environment, Intense global competition, financial uncertainties, dumping, protectionism, political constraints, alliances and joint ventures are the reality of today's business world. Successful managers in this challenging transnational environment are increasingly called on to make decisions in situations of high risk and uncertainty, all too often under crisis conditions. How does one prepare management for this turbulent environment? To what extent do “traditional” executive programmes, including those leading to an MBA, provide the multidisciplinary skills and the analytic, communication and decision‐making capabilities needed to cope with these realities? Do they equip participants with the international perspective and outward orientation needed to confront and handle revolutionary change?

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Journal of European Industrial Training, vol. 12 no. 4
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 March 2005

Philip J. Kitchen

The most marked example of progress in marketing communications is the emergence of Integrated Marketing Communications (IMC). Many organizations now consider IMC to be a…

Abstract

The most marked example of progress in marketing communications is the emergence of Integrated Marketing Communications (IMC). Many organizations now consider IMC to be a key competitive advantage of marketing. This paper reviews the developmental progress of IMC. Now, just a few years into the 21st century, IMC is entering a critical period, with many businesses – and the agencies that service their needs – apparently enmeshed in the first stages of IMC development. The early promise that IMC offered seems to be fading, unless organizations start to take it seriously, even when faced by the realities of organizational exigency.

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Competitiveness Review: An International Business Journal, vol. 15 no. 1
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 1 February 1991

Colin Coulson‐Thomas

A British Institute of Management report has revealed that most European organisations are focusing their attention on customer satisfaction. It suggests that everyone is…

Abstract

A British Institute of Management report has revealed that most European organisations are focusing their attention on customer satisfaction. It suggests that everyone is responsible to the customer and that viewing their products/services through their customers' eyes is the way forward.

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The TQM Magazine, vol. 3 no. 2
Type: Research Article
ISSN: 0954-478X

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Article
Publication date: 1 April 1991

Colin Coulson‐Thomas

Reports on a survey, carried out by the British Institute of Management, which shows that to survive, organisations have to be more responsive to employee and customer…

Abstract

Reports on a survey, carried out by the British Institute of Management, which shows that to survive, organisations have to be more responsive to employee and customer needs. Asserts the successful management of relationships is critical to business success. Discusses management and customer issues. Records the findings of the BIM survey. Concludes that major corporations operate in an unstable world making them more vulnerable to competition and challenges beyond their control. Understanding these changes requires an awareness of underlying concerns and values. Asserts there is no single path to quality but common to all winning companies is that they view continuous improvement as never‐ending. The focus should be upon the customer throughout.

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Managing Service Quality: An International Journal, vol. 1 no. 4
Type: Research Article
ISSN: 0960-4529

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Article
Publication date: 1 March 1998

Gustav Puth and Michael T. Ewing

Organisational culture is largely the result of the interaction between the people of an organisation over time and communication plays a major role in such…

Abstract

Organisational culture is largely the result of the interaction between the people of an organisation over time and communication plays a major role in such intra‐organisational interaction. The prevailing organisational culture will reciprocally determine the communication of the organisation, not only internally, but also externally with all of its stakeholder groups, and particularly with its customers. This external communication is particularly relevant to an organisation's ability to render service to its customers. This article investigates differences in the way in which managers and employees perceive the role of communication in an organisation in the automotive industry. The results indicate that managers consistently evaluate prevailing service‐related communication contexts more positively than employees. It is concluded that progress in service quality can be seriously inhibited by a false sense of security about prevailing service related communication procedures and practices among the managers of an organisation.

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Corporate Communications: An International Journal, vol. 3 no. 3
Type: Research Article
ISSN: 1356-3289

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Article
Publication date: 1 June 1989

Colin Coulson‐Thomas

The managements of commercial, academic and professionalorganistions face a combination of pressures that are forcing them toreassess their roles and responsibilities. All…

Abstract

The managements of commercial, academic and professional organistions face a combination of pressures that are forcing them to reassess their roles and responsibilities. All will need to become more flexible and adaptable, and more responsive to the needs of both customers and those whose skills they wish to access. The challenges represent considerable opportunities, and there is scope for a range of co‐operative and collaborative arrangements and relationships between commercial, academic and professional organisations.

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International Journal of Manpower, vol. 10 no. 6
Type: Research Article
ISSN: 0143-7720

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