Search results

The UK has in recent years seen considerable growth of facilities management (FM) outsourcing across a range of industries. This paper considers the legal problems and risks inherent in FM outsourcing. It also suggests ways to facilitate the transactional negotiating process and discusses the methods by which business and legal risks can be fairly apportioned (between the user and the provider), how to ensure good contract management and, importantly, managing risks on contract termination and exit. The paper is relevant to both users and providers in terms of best negotiating practice and risk management. From a legal perspective, both the UK (and the European Union) are more highly regulated jurisdictions for FM deals than are the US and Canadian markets, and this paper focuses on UK (and European) issues. Cross‐border legal issues are also considered.

In a previous issue of Serials Review, I described the three international organizations that I then assumed were the principal ones concerned with the protection of threatened tribal peoples throughout the world. I now know that I had overlooked one very important organization that is in fact coterminous with the organized effort to eradicate slavery. Until very recently, that organization was known as the Anti‐Slavery Society for the Protection of Human Rights. Gale's Encyclopedia of Associations: International Organizations places the foundation of this society in 1839, a date that is off by fifty‐one years, inasmuch as it can be shown that the society under at least two earlier names is continuous with the society that emerged, reorganized, redefined, and renamed in 1839 and with the society that remains vigorously active today.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09622519410771691. When citing the article, please cite: Richard Phillips, (1994) “Coaching for Higher Performance”, Management Development Review, Vol. 7 Iss: 5, pp. 19 - 22.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09622519410771691. When citing the article, please cite: Richard Phillips, (1994) “Coaching for Higher Performance”, Management Development Review, Vol. 7 Iss: 5, pp. 19 - 22.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

Most years, several AIB members are elected as AIB Fellows on account of their excellent international business scholarship, and/or past service as AIB President or Executive Secretary. The Fellows are in charge of electing Eminent Scholars as well as the International Executive and International Educator (formerly, Dean) of the Year, who often provide the focus for Plenary Sessions at AIB Conferences. Their history since 1975 covers over half of the span of the AIB and reflects many issues that dominated that period in terms of research themes, progresses and problems, the internationalization of business education and the role of international business in society and around the globe. Like other organizations, the Fellows Group had their ups and downs, successes and failures – and some fun too!

The purpose of this paper is to outline the objectives for learning at work and the strategic imperative to ensure that the rate of individual and corporate learning keeps pace with change.

The paper uses an interview format to reveal personal insights on the challenges, benefits and outcomes of human resource development by action learning.

The paper concludes that customized learning provides the best way of facilitating self‐actualization at work – both for employees and the organization as a whole.

The paper provides senior leader insights on the potential for learning at work and the underlying themes that enable organizations to develop as authentic learning organizations.

The paper reveals the benefits of embedding and cascading action learning so that participants can develop themselves and at the same time, their workplace environment.

This paper seeks to introduce the Sandals philosophy and how it enabled Sandals Resorts International to become the world's most celebrated ultra all‐inclusive resort company.

The paper profiles the company's growth and approach to human resource development.

The paper concludes that an active, practical learning method is the most suitable development process to enable personal, professional and organizational development.

The paper illustrates the importance of organizational learning in sustaining corporate success.

The paper provides a perspective on the business philosophy that underpins the development of Sandals Resorts International.

This paper aims to outline the role of Sandals Corporate University (SCU) and the contribution of action learning to human resource development.

The paper relates theme issue content to the mission and mandate for SCU as an own brand learning system.

The paper concludes that action learning is a key element of SCU's capability and effectiveness in supporting the ongoing development of Sandals Resorts International.

The paper illustrates the scope and potential for own brand learning that is accessible to all employees and provides development pathways with professional certification on a career‐long basis.

The paper reflects detailed piloting work and the emergence of an organizational learning system that fully integrates personal and professional development with the workplace.

Madison Kryswada, director of alumni relationships at State University, assembled a 123-school data set to explore, in her words, “the drivers of alumni giving rate. ” The alumni giving rate contributed 5% to the increasingly important U.S. News & World Report rankings of U.S. colleges and universities. Wanting to understand the relationship between this variable and school characteristics, Kryswada gave her assistant a list of four well-formed questions to answer.