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Increasing demands in university management in the 1990s in the UK requires a re‐examination of the head of school’s role. The Standards are part of a radical change in…
Increasing demands in university management in the 1990s in the UK requires a re‐examination of the head of school’s role. The Standards are part of a radical change in the system of vocational education and training in the UK which began in 1982. A questionnaire was distributed to deans and senior officers, heads and staff. Respondents gave their ratings of importance of 62 activities in the effective leading and managing of a school derived from the Standards. In feedback workshops heads and deans commented on changes to the proposed model. The validity of the standards and their future usefulness is evidenced by few changes to the proposed model and willingness by heads and deans to use the model as the platform for future development.
Forms a part of a larger project aimed at developing a framework ofmanagerial competence applicable to top teams in small – tomedium‐sized enterprises in Northern Ireland…
Forms a part of a larger project aimed at developing a framework of managerial competence applicable to top teams in small – to medium‐sized enterprises in Northern Ireland. Reports on an investigation into the development of a process of “translation”, whereby cross‐company competence frameworks could be transformed into company‐specific frame‐works. A systematic, ten‐step translation process emerged, involving drawing out reactions to, and checking understanding of the generalizable frameworks, modifying framework items through additions, deletions, aggregation, disaggregation, and changes to the small print; identifying priorities; drawing out examples from practice; distinguishing actual from ideal; introducing a time dimension; challenging underlying reasoning and implications; and finally, checking the fit of the adapted frameworks. The developed translation process maintained the integrity of the generalizable frameworks while enabling full account to be taken of specific company differences. The process also served as a means of identifying individual team, and organization development issues, and laid the ground for the introduction of competence‐based management development initiatives.
The aim of this article is to illustrate how employers have used more innovative “localised” strategies to address what appears to be “globalised” problems of attracting…
The aim of this article is to illustrate how employers have used more innovative “localised” strategies to address what appears to be “globalised” problems of attracting and retaining high calibre applicants with the appropriate “work ready” skills.
A series of interviews were held with HR managers, line managers from the various functional areas who directly supervise graduates, as well as at least one graduate participating in each of the development programmes.
The findings indicated that SMEs might struggle to meet graduate expectations on pay, but they appeared to provide effective mentoring and succession planning. This may further add weight to the argument that employers, especially SMEs, will use different strategies and have different priorities in comparison to larger global organisations. Overall, the paper concludes that sector is an important differentiating factor in terms of recruiting, developing and retaining graduates.
Several of the HRD strategies appeared to work well. There were problems with recruitment in some sectors, with innovative solutions developed, often using placement opportunities. Development opportunities were seen by some employers and graduates as a trade off for pay, while other issues such as travel to work and company culture were also a concern.
This paper is one of the first to research the issue of how organisations may use localised HR strategies in terms of graduate employability to get the most from local labour markets.
The technological environment in which contemporary small‐ and medium‐sized enterprises (SMEs) operate can best be described as dynamic. The seemingly exponential nature…
The technological environment in which contemporary small‐ and medium‐sized enterprises (SMEs) operate can best be described as dynamic. The seemingly exponential nature of technological change, characterised by perceived increases in the benefits associated with various technologies, shortening product life‐cycles and changing standards, provides for SMEs a complex and challenging operational context. The development of infrastructures capable of supporting the wireless application protocol (WAP) and associated “wireless” applications represents the latest generation of technological innovation with potential appeal to SMEs and end‐users alike. This paper aims to understand the mobile data technology needs of SMEs in a regional setting. The research was especially concerned with perceived needs across three market segments: non‐adopters of new technology, partial‐adopters of new technology, and full‐adopters of new technology. The research was exploratory in nature as the phenomenon under scrutiny is relatively new and the uses unclear, thus focus groups were conducted with each of the segments. The paper provides insights for business, industry and academics.
The purpose of this editorial is two‐fold: first, to provide an overview of team‐related issues in the particular realm of contingent work arrangements, and second, to…
The purpose of this editorial is two‐fold: first, to provide an overview of team‐related issues in the particular realm of contingent work arrangements, and second, to introduce the collection of articles encompassing this special issue.
The editorial is a general literature review that provides the readers of this special issue with a broader scholarly literature framework. The editorial also provides a historical context of the field. First, the phenomenon of contingent work arrangements is discussed. Second, attention is given to identification of major strategic factors, which have been contributing to the growth of contingent work arrangements. Third, team‐related issues of differentiation, integration, and cooperation are discussed.
The overview of research in the area of contingent work arrangements demonstrates that such work arrangements are diverse in their contractual structure. The rationale for which organizations use contingent work arrangements are diverse, as are the reasons why employees undertake such work outside the scope of the traditional employment model. Research in this area has grown primarily with the focus on economic, legal, and social factors influencing the expansion of non‐standard work arrangements. Less research is found in the area of individual, managerial, and organizational consequences of this expansion.
This editorial – and the special issue in particular – gives attention to understanding the array of experiences associated with contingent workers with the purpose of accumulating theoretical knowledge in this field, but also – and perhaps more importantly – to add to the transition from evidence‐based knowledge to practical advice.
The adoption of Internet technologies by the small business sector is important to their on‐going survival. Yet, given the opportunities and benefits that Internet…
The adoption of Internet technologies by the small business sector is important to their on‐going survival. Yet, given the opportunities and benefits that Internet technologies can provide it has been shown that Australian small businesses are relatively slow in adopting them. This paper develops a model from recent literature on the facilitators and inhibitors to the adoption of Internet technologies by small business. Cross‐case analysis of findings from three case studies are presented. Findings indicate that perceived lack of business benefit, mistrust of the IT industry and lack of understanding of Internet technologies are major inhibitors to Internet adoption by small business.
In this article we explore how inpatient mental health services in England and Wales are interpreting and responding to policy derived from Mainstreaming Gender and…
In this article we explore how inpatient mental health services in England and Wales are interpreting and responding to policy derived from Mainstreaming Gender and Women's Mental Health (DH, 2003) in relation to women's safety in inpatient settings. This article will outline the background to concerns about safety in mental health settings for women and drawing on relevant literature and on interviews with service managers, practitioners and users identify some current issues in improving safety for women in inpatient settings and in creating single sex provision. Our review suggests that whilst there are improvements in provision for women in inpatient settings, some women are still not being offered a real choice of a women‐only setting on admission to hospital, and that changing the culture that permits a lack of physical and relational safety for women presents real challenges. We will discuss some of the implications for future practice.
Jaeger is a household name in the UK, and increasingly internationally. This case study details Jaeger's history, highlights the importance of appointing a brand manager, and examines past mistakes and present policies.