Search results

Questions why an Employee Assistance Programme (EAP) professional concerned with applied aspects of workplace intervention should be interested in the findings of basic research concerning non‐work matters. Suggests that this thought may keep some EAP professionals from paying attention to developments in basic research regarding work, family and health. In light of this, draws attention to various papers and basic research findings from the “Work, family and health” conference held in Georgia, Atlanta in 1992. These findings include, for example, the fact that when women find themselves occupying statuses incongruent with their self‐concept, they consume alcohol in larger quantities and in less socially desirable ways.

The decline in attendance at historically Black colleges and universities and their existence is as much about the theoretical frameworks of social knowledge that exist within a putative post-racial society as it is about the systemic destabilization of educational institutions that produce a critical mass of Black and Brown professional through, inter alia, neoliberal narratives of individualism. What impact does framing have on erroneous beliefs about the efficacy of HBCUs? In the context of America's historical and current sociopolitical environment, HBCUs are more than educative spaces for Black students. HBCUs are places where the transformative practices of rhetorical criticism and collective action can uproot attitudes and theories that lead Blacks students to believe the marginalized outcomes they experience are their own fault over systemic racial discrimination.

Recent neuroscience research shows that two large-scale cortical networks are involved in organizational behavior. These two networks are naturally antagonistic – when one is active the other tends to be suppressed. The focus of the chapter is to apply the opposing-domains hypothesis to problems associated with: (1) trying to balance creative thinking and global processing with analytic reasoning and focused attention; (2) avoiding ethical dangers associated with an imbalance in task positive network (TPN) and default mode network (DMN) thinking; and (3) properly motivating and incentivizing employees so as not to lead to an imbalance between the TPN and DMN. We contend that the opposing-domains hypothesis can inform organizational and leadership theory in areas where single-dimensional dual-process models are inadequate.

AMONG the many problems of drag reduction engaging the critical attention of aircraft designers to‐day, that parasitic appendix known as the undercarriage stands out, in more ways than one, as probably the most serious single offender still challenging the ingenuity of the designing engineer in his unceasing quest for aerodynamic refinement. Not so many years ago, however, quite a number of designers were openly sceptical of the mechanical feasibility of retracting the undercarriage unit; at least, in such a manner as to make it economically worth while. One suspects that our devotion in this country to the thin‐wing biplane had something to do with that particular brand of aerodynamic astigmatism, because it was not until the cantilever low‐wing monoplane became an accepted type that the idea of wheel retraction became a fashionable formula.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

TWENTY‐ONE years devoted to the development of ejection seats, 24,000 seats built for more than forty nations and now one thousand lives saved—that is the proud record of the Martin‐Baker Aircraft Company. To coincide with these achievements, the following article describes the technical development of the range of seats—from the first swinging arm concept through the early manually‐operated seat to the rocket‐assisted completely automatic zero/zero ejection seats of today. From whatever standpoint Martin‐Baker's record is examined, the result is impressive. In terms of mechanical engineering, a series of ingenious features allied to robust design have resulted in ejection seats of unparalleled performance yet renowned for their simplicity and reliability. In terms of sales, this comparatively small firm has, in effect, conquered the world and won substantial export contracts—not least those for over 7,000 seats for the United States armed forces. In human terms, the company has won the grateful thanks of all those aircrew members—a long roll of highly‐skilled and dedicated young men whom some might call the cream of manhood—who but for Martin‐Baker ejection seats would have perished. Small wonder that the name Martin‐Baker has become synonymous with successful ejection.

The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the RSR review column, “Recent Reference Books,” by Frances Neel Cheney. “Reference Books in Print” includes all additional books received prior to the inclusion deadline established for this issue. Appearance in this column does not preclude a later review in RSR. Publishers are urged to send a copy of all new reference books directly to RSR as soon as published, for immediate listing in “Reference Books in Print.” Reference books with imprints older than two years will not be included (with the exception of current reprints or older books newly acquired for distribution by another publisher). The column shall also occasionally include library science or other library related publications of other than a reference character.

In this paper, the authors will examine Welch's legacy and aftermaths, both for GE and more broadly within management practice and academic thought. As a complex character, indeed a person of many contradictions, the authors try to avoid polemics in this, instead focusing on his accomplishments and the unanswered questions about his impact.

This paper is a historical case using secondary and published materials to assess the case of Jack Welch's leadership of General Electric over the period 1981–2001.

Welch's proponents suggest he emphasized controlling corporate destiny, being open to new ideas, pursuing quality and low cost, having confidence, a vision founded on reality, a global focus and possessing energy and enthusiasm. However, his short-termist perspective undermined the long-term success of the company and his “win at any cost” mantra predisposed some employees to cutting ethical or environmental corners. As the market capitalization gains evaporated that had been used to justify the “end justifies the means” rationale, little is left of his legacy.

The paper discusses the implications of the GE case for issues associated with corporate governance, financialization and human resource management.

This is a timely reconsideration of the Jack Welch legacy two years after his death. In avoiding polemics and seeking a considered assessment of his positive and negative outcomes, the paper is an important addition to the research on Welch and American management thought.