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Gainsharing systems offer the possibility of all stakeholders being equally committed to the wellbeing of an organization and sharing fairly in its success. Argues that such schemes can work in practice if a few basic rules are followed and if the scheme is sufficiently simple to be open and transparent to all those stakeholders. Includes the outline of a simple scheme which demonstrates the basic concepts.

Benchmarking is the process of comparing one’s own organization with its peers worldwide to identify and learn from best practice. This is obviously not a simple process and it may be advantageous to take advantage of one of the organizations which provides a benchmarking service. Whether using such a service or doing it “on your own”, there are certain principles that should be followed. Outlines the code of practice of the International Benchmarking Clearinghouse to illustrate these principles.

Organisations are now investing heavily in information systems and information technology. However, there is a general dissatisfaction with the benefits that accrue from this investment. Argues that information systems and technology can be centrally instrumental in achieving corporate goals but only where the organisation has a clearly defined corporate and competitive strategy, and understands the information needs that underpin these strategies. Demonstrates the interrelationships between strategy and information systems.

Customer value management (CVM) is an enhanced form of customer satisfaction measurement – one that recognises the fact that the price paid for goods and services is a key component of value. Explains the background to CVM and the key issues surrounding its implementation.

Technology now makes possible the concept of the virtual corporation ‐ a small, core organisation networked to a range of suppliers and associates providing supporting services. Changing from a traditional, hierarchical organisation to such a virtual corporation needs much more than an injection of technology ‐ it requires changes in the organisation’s culture and communications. Managing the process is not managing technology change but managing people change.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00438029710191933. When citing the article, please cite: Shirley Daniels, (1997), “Employee assistance programmes”, Work Study, Vol. 46 Iss: 7, pp. 251 - 253.

Describes flexible manufacturing systems (FMS) as an attempt to bring the advantages of flow type production to batch production systems. Suggests production stages where FMS should be facilitated. Examines the connection between FMS and computer based production, in particular computer integrated management (CIM). Concludes that CIM and FMS can offer additional speed of response and flexibility in the way production facilities are established.

Considers how much total quality management has actually been implemented in organizations. Finds great disparities between the progress towards TQM and the progress towards BS5750 (the quality system accreditation system). Argues that whereas BS5750 is procedurally based approach, TQM is a culturally based approach; it is always easier to change procedures than to change culture.

Describes the customer care movement as a movement parallel to that of quality management. Shows that the best customer‐related programmes go further than a simple concentration on ′the customer′. Looks at the differing perceptions of receivers and providers of services. Claims that the successful organization can identify changes in customers′ perceptions.

Considers the changes and problems associated with the recent ′dash for growth′ among higher education institutions. Argues that higher education must move from being teaching environments to being the provision, development and management of learning environments and that technology can help to foster this supportive environment. Offers a possible scenario of the kinds of activities undertaken by students in the future.