Search results

The article in the previous issue provided a background to privatisation and highlighted how previously nationalised companies were managing the transition of change. This article continues this theme at a more detailed level and presents details of applied research into three formerly nationalised companies, namely: The National Remote Sensing Centre, Royal Ordnance Environmental and The Stationery Office. It concluded that pre privatisation, notions of quality service, lower prices and working for the good of consumers was not achieved, as profits were not seen as a commercial requirement. Of the companies researched, two seemed to be strongly influenced by the culture of their new parent company. The two companies that have adopted a marketing culture seem to have fared better than the one company with a strong financial culture. Despite the moves towards being more marketing orientated it is also concluded that all three companies were having difficulty in breaking free from an inbred philosophy of production orientation.

Examines the background to privatisation in the UK and explores current practice. The transition to change over two decades has brought about more demanding and value‐conscious customers along with an information technology revolution. Corporate culture is seen as a litmus test, shaping changes in performance and unifying the social dimensions of an organisation. Privatisation has seen changes emerge in some companies more dominantly than in others. Uses this background as a building block to articulate detailed empirical research that has been conducted within three formerly nationalised companies: The National Remote Sensing Centre, Royal Ordnance Environmental and The Stationery Office. Concludes that pre‐privatisation, notions of quality of service, lower prices and working for the good of consumers was not achieved, as profits were not seen as a commercial requirement. Of the companies researched, two seemed to be strongly influenced by the culture of their parent company. Two companies that have adapted a marketing culture seem to have fared better than the company with a strong financial culture. All three companies experienced difficulty in breaking free from an inbred philosophy of production orientation.

Observation, either for defence or navigation, has been an objective for man down the centuries. Prehistoric man and medieval lord built settlements and castles on high ground for a clear view of the approaches. At sea, crowsnests were added to masts to aid navigation. Towards the end of the last century armies used manned balloons for battlefield observation. In the First World War aircraft were used for this purpose. With the development of space rockets came satellites, providing man with the ultimate in navigation aid, military observation, telecommunications and meteorlogical observation.

MATRAMarconi Space is the first fully integrated European space company (51 % Matra, 49 % GEC Marconi). It employs a staff of 3200 – 2000 in France and 1200 in Great Britain — spread over five sites. In 1992, it achieved a turnover of 5.6 billion francs ($1.05 billion).

Provides an independent account of the Matra Marconi Space company’s range of engineering activities. Its technologies include earth observation, communications, science, transportation and manned systems.

Part two of this article looks at the TELECOM 2, HISPASAT communications satellites and SOHO the scientific satellite. It also examines Matra's involvement in the ARIANES project.

Two high‐powered satellites built by Hughes Space and Communications Company (HSC) will bring true direct broadcast satellite (DBS) service to homes throughout North America starting in early 1994.