Search results

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02621719510097406. When citing the article, please cite: Marilyn McDougall, Rona S. Beattie, (1995), “Learning from learning groups”, Journal of Management Development, Vol. 14 Iss: 8, pp. 35 - 41.

Analyses the notion and value of managing diversity to establish its current theoretical positioning and potential organisational significance. Focuses on a recent case study examination of equality at work in a major, national public sector organisation. Affords an insight into an organisational shift towards managing diversity, through the lens of key organisational stakeholders. Within this case, proposes three emergent practical implications of managing diversity which may have resonance for other public sector organisations.

Explores the implications for gender equality of a decentralized organizational structure in which the key element is devolved responsibility to line managers. Asks whether this is an opportunity to integrate the importance of equality and the valuing of gender differences into organizational cultures or does it represent perfect conditions for opting out of addressing gender issues at work. A public sector organization is used as a case study and proposes a model for devolvement of gender management and suggests strategies ‐ training communication, review of processes.

The development of communication skills is increasingly a key element in the training of staff who have a regular contact with the public. The Glasgow Garden Festival took place over the summer of 1988. For the purposes of staffing the information centre, the Inverclyde Initiative chose to recruit 12 people who were registered unemployed. Training was provided for these individuals in order to prepare them for the job by improving their skills and thus their ability to perform a successful role in the Festival. Details of the design of the communication skills programme using simulations and role plays as general features are considered in the article.

Explores the effects of organizational transformation on career development. Through a case study of a large blue chip company in the brewing industry, illustrates that organizational and managers’ expectations of promotion, responsibility for career development and the role of the line manager in career guidance can be substantially mismatched at the current time. Highlights that this can be seriously disadvantageous to individual motivation and organizational effectiveness. Suggests that the principles of social marketing could inform initiatives to change attitudes to careers and to encourage the valuing of lateral career moves. Considers the implications of this for management developers and career management specialists within organizations and suggests a role for government agencies such as the TEC/LEC network in the UK. Concludes that a range of initiatives should be considered to address this important issue.

Highlights the recent growth in the concept of managing diversity as an alternative to equal opportunities, and considers whether the difference between them is simply one of semantics or of material substance. Assesses the nature of these differences and considers their impact on organizations and their relationship to each other. Explores issues through case studies of two comprehensive schools whose structure is typical of many public sector organizations. Presents findings on the conditions and culture in which women’s management careers are successfully progressed in the public sector and the extent to which these reflect equal opportunities or managing diversity approaches to the issue of gender. Concludes by assessing the implications of findings for strategy and policy in the field.

Quality circles, project teams, autonomous work groups, and self‐managed teams are very much a part of organizational life in today′s competitive and constantly changing work environment. Considers the issues in developing groups as a focus for learning for individuals and the organization as a whole. Reports on a two‐year project evaluating the processes and outcomes of learning groups, and suggests that lessons learned from this project can be applied to help maximize learning and performance in groups in a wide range of organizational contexts. Presents outcomes regarding effective group selection, learning achievements and group processes. Draws conclusions and highlights key issues.

Women's Progression at Work Volume 25 Number 5 of Personnel Review includes an article by Catherine Cassell entitled “A fatal attraction? Strategic HRM and the business case for women's progression at work.” Critically assesses the underpinnings and implications of the business case for the progression of women at work. Fundamentally linked to the principles of strategic HRM, the business case focuses on the business benefits that employers accrue through making the most of the skills and potential of women employees. Presents a cautiously critical analysis of the claim that the position of women at work can be furthered through a business case. Drawing on recent writings on women at work, plus case study data from the authors own research, argues that the emergence and popularity of the business case has moved the discussion about the position of women at work away from concepts such as democracy and equality to those of organisational effectiveness and competitive edges.

To increase support for teacher education programs in colleges and universities through the development of the curriculum materials center (CMC).

Through statistics drawn from a student survey and departmental records of the C.W. Post CMC, along with the perspective of the author, the development of a CMC as support for a teacher education program is explored. The paper provides insight into various necessary collections and services that the center should offer.

General historical information is offered. The paper also provides information on key collections found in a CMC. Successful approaches to development and creative application of instruction are discussed.

This paper provides clear and useful information, including but not limited to suggested author lists, a professional collection bibliography, and software ideas. The objective is to improve the development, functionality and service in a CMC.

Arguably, this study is the first to examine and promote in detail the CMC as support for teacher education programs in colleges and universities.