WHATEVER individuals may think of the miners' strike and Mr. Seargill's attitude in it, the fact remains that they reflect a momentous change in the direction of collective bargaining: the initiative has moved from workers to management.
Examines whether, in an increasingly fragmented labour market, British trade unions can have a beneficial effect on training, and thereby contribute towards a solution to Britain′s skills problem. Examines the background to unions′ policies on training, details the strategic aims of union leaders in Britain for promoting training through collective bargaining, and reviews and examines some evidence about how much impact unions have had so far on training at company level. Concludes that any impact is likely to be small.
The extent of the work‐station problem is reviewed and an attempt is made to separate myth from reality. The reported complaints are discussed and some likely causes are…
The extent of the work‐station problem is reviewed and an attempt is made to separate myth from reality. The reported complaints are discussed and some likely causes are identified. It is argued that the problems are real and commonplace, but that they are preventable.
This special “Anbar Abstracts” issue of Personnel Review is split into 7 sections covering abstracts under the following headings: Career/Manpower Planning and Recruitment; Health and Safety; Industrial Relations and Participation; Pay, Incentives and Pensions; Performance, Productivity and Motivation; Redundancy and Dismissal; and Work Patterns.
The capacity of trade unions to renew themselves clearly depends ona variety of political and organizational factors. British tradeunionism has long been seen as…
The capacity of trade unions to renew themselves clearly depends on a variety of political and organizational factors. British trade unionism has long been seen as defensive, sectional and reactive. In contrast, Swedish unions have a reputation for interest and involvement in organizational innovation. This contrast is broadly confirmed in our case studies, though political and economic changes pose severe problems for traditional strategies in both countries. If British trade unions are to develop strategically, they will need their own positive agenda on the central workplace and societal issues. Looks at the obstacles and potential for doing this in the sphere of work organization, utilizing comparative research in the UK and Sweden.
The purpose of this paper is to analyze the processes of identification, emergence and filling of organizational knowledge gaps over an extended period of time, using the…
The purpose of this paper is to analyze the processes of identification, emergence and filling of organizational knowledge gaps over an extended period of time, using the strategy in action perspective. Specifically, it aims to explore the nature and types of knowledge gaps, to capture their changes and to shed some light on the processes of filling knowledge gaps.
The study is based on two case studies and adopts a processual approach. It analyses 40 years of data collected using secondary sources and semi-structured interviews over a period of two years and identifies critical organizational events both in retrospect and real time.
The findings show that the two case study companies have identified a number of knowledge gaps over the 40 years period. Changes in the nature and type of knowledge gaps are identified and discussed in detail leading to a new taxonomy of organisational knowledge gaps. The findings report that knowledge gaps emerge due to changes in both exogenous and endogenous conditions over time. The filling of those gaps depends on a number of factors. Among these, the ability to make a distinction between “strategic” and “imposed” knowledge gaps and the ability to build absorptive capacity within a stipulated time frame have a predominant role.
The respondents were asked to look back into the history of their company using their memory of events to provide explanations surrounding critical organizational events. Since some of the respondents had not witnessed all of the events in question, their responses were at times based on hearsay. However, every effort was made to check the authenticity of the respondents ' explanations, such as using a range of sources and discussing the events with respondents at different hierarchical levels of the company.
This study provides examples of knowledge in practice and puts forward a new taxonomy of knowledge gaps which can help managers to deal with imposed and strategic knowledge requirements. Specifically, this study equips managers with tools on how to devise their knowledge strategy, how to identify their knowledge requirements and what are different sources (internal and external) which they can explore to fill those knowledge gaps.
The paper builds on the strategy in practice perspective, which stresses the need for further studies to link theoretical frameworks with practical solutions. In this respect, this paper attempts to make sense of organizational knowledge theory by applying it in real life business situations and by unearthing the concept and usage of knowledge gaps. The use of a retrospective processual approach to study changes in organizational knowledge requirements over time is another interesting aspect of this research. Finally, the paper provides a new taxonomy of organizational knowledge gaps.
Reports on computer innovation in companies suggest that, in general, awareness lags behind application, and that there is considerable variation between functional areas. Why this should be is considered and five key factors are focused on which suggest that different specialisms lack awareness for different reasons. It is concluded that all managers must move from “ignorance” to “omniscience”.
The Royal County of Berkshire is well known for its population of lions at the Windsor Safari Park. Lions also feature prominently in Berkshire's county crest. Berkshire Library and Information Service have therefore introduced an animated “Library Lion” as a mascot to promote the use of children's libraries throughout the county.
Three important problems face managers in coming to terms with the advent of microprocessors. Microprocessors offer radical new possibilities for designing products and…
Three important problems face managers in coming to terms with the advent of microprocessors. Microprocessors offer radical new possibilities for designing products and systems but the latter need to be conceptualised as wholes rather than seen as series of discreet but interconnected sub‐systems. The second difficulty lies in evaluating and choosing a CAD system in that confining the evaluation to the implications for the drawing office can result in failure to consider factors vital to the company's future. The third problem lies in the implications of automation for production. The benefits spill out beyond the boundaries of the department in which a particular piece of capital equipment is installed, emphasising the need for a strategic approach.
IN a recent Money programme on BBC TV Sir Monty Finniston was seen advocating the need for greater investment in industry as opposed to money being sent abroad to be invested either in Japanese industry or American real estate.