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Reports on research by the Society of Consumer Affairs Professionals and TARP Europe Ltd into the effectiveness of customer service as a marketing tool and whether…
Reports on research by the Society of Consumer Affairs Professionals and TARP Europe Ltd into the effectiveness of customer service as a marketing tool and whether companies are really as customer focused as they maintain. Classifies UK companies into three classes: those who deliver effective customer service; those who do not have any department or individual responsible for customer service and deal with it in an ad hoc manner; and those who fit between these two. Concludes that in the UK there is some way to go before companies actually achieve the levels of customer service which they maintain they have already reached. Proposes that when this is attained, companies will be in a better competitive position.
Describes how the Business Expansion Scheme (BES) was extended toassure tenancy housing rental companies in 1988. Presents results of astudy of the assured tenancy…
Describes how the Business Expansion Scheme (BES) was extended to assure tenancy housing rental companies in 1988. Presents results of a study of the assured tenancy companies established in 1990/91. Suggests that strategic changes sustained the flow equity capital into the BES but increased the livelihood that the additions to the private rented housing stock would not last beyond the end of the BES period. Presents a summary of the results of research into the first two years, followed by the third year findings, where emphasis is placed on strategic changes. Concludes that the BES moved further away from the government′s original aim of boosting the long‐term supply of private rented housing.
The purpose of this paper is to examine how discourse used as a strategic resource can facilitate change in gender and corporate social responsibility (CSR) policy and…
The purpose of this paper is to examine how discourse used as a strategic resource can facilitate change in gender and corporate social responsibility (CSR) policy and practice in a global mining company.
An existing model of discourse and organizational change was applied to illuminate the contours of a particular organizational change process. This paper draws on empirical data in the form of talk and text in oral and written form.
The research highlights the challenge of finding the right balance between organizational receptivity and resistance, so that discursive boundaries around gender and CSR can be contested and challenged, but where new concepts and subjectivities are not rejected before they have an opportunity to generate shared meaning within the organization. Findings confirm that the involvement of a range of company personnel, particularly from the operational level, is important for generating knowledge and shared meaning, which can lead to enactment. This aligns with observations made in this journal that the management of meaning as opposed to management of change provides a useful analytical and practical focus.
The paper analyses one of the first attempts by a global mining company to articulate a change agenda for gender and community relations within a CSR framework. Unique insights into the internal world of a global mining company and CSR change processes are provided. The paper utilizes a well‐articulated model that facilitates a discursive analysis of organizational change to advance knowledge and understanding.
Month after month we bring forward additional evidence of the injury resulting from the use of chemical “preservatives” in food, while the Authorities feebly hesitate to give specific legal effect to the recommendations of the Departmental Committee which made such a complete inquiry into this question. The evidence upon which those recommendations were based has been fully corroborated by a number of different observers. FERE and others have shown that, as regards boric acid and borax, even when administered in the smallest medicinal doses, there is always the risk that these drugs may aggravate, or even produce, renal diseases. These observations have been confirmed by the work of Dr. CHARLES HARRINGTON, an account of which has been recently published. Twelve cats were fed on the same food; six were treated with borax, one had no preservative, and five were given a preservative which had no apparent effect. The experiment extended over a period of 133 days, the quantity of borax given averaging about 0.5 grms, per diem. Three of the borated cats soon became ill, and one died at the end of six weeks. On the termination of the experiment the cats were all killed, and upon examination it was found that the organs of the six cats which had not taken borax were in perfectly sound and healthy condition, while the others, with one exception, were all suffering from nephritis. Of course, instances are recorded in which patients have been treated with borax and boracic acid with apparently no injurious result, but as a general rule these experiments have been of too short duration to allow of the desired information being arrived at, and the results must therefore be regarded as inconclusive and unreliable. It is perfectly evident that the kidneys may be for a short time quite capable of eliminating many objectionable substances, but the long‐continued use of such bodies, as Dr. HARRINGTON'S researches clearly indicate, sets up an inflammatory condition of the kidneys which, of course, interferes with the effective performance of their proper functions, and lays the foundations for complications of the most serious nature.
Customer satisfaction managers tend to be more concerned withsimply measuring customer satisfaction than actually using the resultinginformation to build a business case…
Customer satisfaction managers tend to be more concerned with simply measuring customer satisfaction than actually using the resulting information to build a business case for the improvement of service quality. Presents a simple methodology that any organization can use to move from measuring customer satisfaction to managing service quality using a four‐step procedure based on research; market damage assessment; action plan formulation; and policy implementation.
On 4th January, 1996, Mr Michael Lawrence was dismissed from his position as chief executive of the Stock Exchange, instigating a wave of media interest in the…
On 4th January, 1996, Mr Michael Lawrence was dismissed from his position as chief executive of the Stock Exchange, instigating a wave of media interest in the decision‐making process of the Exchange. Generally, this media interest was not especially flattering to the Board of the Exchange; and there were wider concerns about the damage that may have been caused to the reputation and credibility of the City of London itself:
AS J. L. Hobbs shows so clearly in his recent book, the interest in local history is growing enormously at present. The universities, training colleges and schools, as well as the institutions of further education, are all making more use of local studies—geographical, economic, social and historical—in their regular courses, in their advanced work, and in their publications.
Chemistry as an applied science suffers from the fact that its necessarily close connection with various branches of industry is ill defined and generally very unsatisfactory in character. One result of this is that those who have made chemistry their profession find themselves more often than not in the position of having to subordinate their professional instincts to the temporary exigencies of some particular branch of trade and to find their professional status called in question and criticised by those who are not in the profession itself and who have no right to criticise.