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Article
Publication date: 1 April 2000

Su Maddock

Within Britain the Blair Government has committed itself to a modernisation process within the public sector. This process involves rethinking how to organise services internally…

Abstract

Within Britain the Blair Government has committed itself to a modernisation process within the public sector. This process involves rethinking how to organise services internally and how to integrate services across government. Policy makers are talking about “joined‐up” government, innovation and partnerships. In the UK there are now a plethora of partnerships and initiatives. The Health Action Zones (HAZ) were one of the first of such initiatives and as such present fertile ground for analysis of the modernisation process. This paper draws on the experience of those engaged in the HAZ partnerships and also on research conducted by the author on “conditions for partnership”. It appears that the conditions in the UK are not conducive for partnerships when national frameworks are focused on monitoring rather than on development, and when the measurement of partnership success is short term. Although the partnership and modernisation policy encourages innovation, the development of partnerships is hampered by internal blame cultures, poor change management and a development gap in thinking among policy makers.

Details

International Journal of Health Care Quality Assurance, vol. 13 no. 2
Type: Research Article
ISSN: 0952-6862

Keywords

Article
Publication date: 1 July 2003

Gladys Cheah‐Liaw, Stanley Petzall and Chris Selvarajah

Examines human resource management (HRM) for successful Australian‐Malaysian joint ventures (JVs), on the basis of survey data and case studies. The findings suggest that each…

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Abstract

Examines human resource management (HRM) for successful Australian‐Malaysian joint ventures (JVs), on the basis of survey data and case studies. The findings suggest that each phase of JV development had its own pattern of HR practices. Three phases of development were distinguished – initiation, transitional, and maturational. The first phase involved selecting, recruiting and training a skilled workforce and formulating rudimentary human resource policies. Cultural differences were most marked in this phase. The second phase, after three years of operation, involved evolution of human resource policies better suited to local conditions, and more polycentric management staffing. The final phase, after six years of operation, saw the development of a distinctive human resources system, and the minimisation of cultural differences as an operational issue. In this phase there was also a move to more geocentric management staffing. Other HR issues discussed are changing roles and relationships between JV partners in the different phases of development, and factors for JV success in the context of Australian‐Malaysian JVs.

Details

Journal of European Industrial Training, vol. 27 no. 5
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 March 1992

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…

Abstract

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.

Details

Personnel Review, vol. 21 no. 3
Type: Research Article
ISSN: 0048-3486

Article
Publication date: 1 December 1997

Margaret M. Coutts

The article summarizes the recent work of SCONUL’s Advisory Committee on Staffing. Emphasis has been on creating opportunities for active training and development of staff in…

Abstract

The article summarizes the recent work of SCONUL’s Advisory Committee on Staffing. Emphasis has been on creating opportunities for active training and development of staff in Higher Education library and information services. A series of regular courses on matters of continuing concern is complemented by individual events about topical issues. Regular courses and meetings cover management skills for staff at various levels, including heads of service, deputies and staff new to management responsibilities. Annual meetings of training officers offer updates on practice and developments and serve as current awareness events. Modest financial support for staff development projects is available through the SCONUL Award, and occasional publications are produced to share best practice between institutions. The Committee monitors staffing policy and practice in the higher education sector, and liaises actively with other organizations concerned with questions of staff training and development.

Details

Librarian Career Development, vol. 5 no. 4
Type: Research Article
ISSN: 0968-0810

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Article
Publication date: 1 December 1997

Patrick Noon

The development of management skills for senior academic librarians has rarely been accorded the attention it deserves, even when the Follett report identified it as an important…

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Abstract

The development of management skills for senior academic librarians has rarely been accorded the attention it deserves, even when the Follett report identified it as an important challenge for the future of libraries. This situation has been a concern for some in the profession and a strategic management programme for senior academic library staff was developed by academic librarians and Aston Business School to respond to this challenge. Outlines the development of the programme, details its contents and discusses the feedback from the programme. Also identifies some of the lessons that have been learnt from the process and the programme about future directions for management development in academic libraries.

Details

Librarian Career Development, vol. 5 no. 4
Type: Research Article
ISSN: 0968-0810

Keywords

Article
Publication date: 9 August 2013

Anthony McKeown and Jessica Bates

The purpose of this paper is to report on a study concerning what emotional intelligence (EI) leadership attributes branch managers in the public library service in Northern…

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Abstract

Purpose

The purpose of this paper is to report on a study concerning what emotional intelligence (EI) leadership attributes branch managers in the public library service in Northern Ireland (Libraries NI) consider to be most important.

Design/methodology/approach

The methodology in the study involved a survey of all branch managers in Libraries NI – an online questionnaire containing quantitative and qualitative questions was sent to 104 branch managers. Goleman's Emotional Competence Inventory (ECI) was used to examine what attributes and skills were considered to be more important.

Findings

The study found that while EI was a new concept to the majority of respondents, they were valuing and demonstrating EI attributes and traits in their work. The top five leadership attributes were: communication; teamwork and collaboration; adaptability; integrity/trustworthiness; and organisational awareness. Likert‐scale questions showed that being able to empathise with staff was considered to be important, and open‐ended questions demonstrated that the branch managers recognised the importance of self‐awareness and that recognising emotions in staff was an important management trait.

Research limitations/implications

This study provides insight into the perceptions and practices of EI leadership within a public library setting and contributes to the research literature on the relevance of EI leadership for library management. It provides valuable comparative data for similar research undertaken elsewhere. Specific recommendations for further research into EI leadership and public libraries are also made.

Practical implications

The paper shows how the findings can be used to improve practice. Three specific frameworks are proposed which can be applied in the workplace: an Emotional Intelligence Leadership Skills Competency Framework for Branch Managers, which lists the personal and social competencies for branch managers in public libraries; suggestions for applying EI to leadership/management and staff development; and suggestions for applying EI to customer relations.

Originality/value

This study analyses for the first time EI leadership in a public library setting in Northern Ireland, and contributes to the emergent literature on EI and library leadership. The EI Leadership Skills Competency Framework for Branch Managers that is developed from this study can be applied, tested and used within and beyond the Northern Ireland public library setting in which it was conceived.

Details

Library Management, vol. 34 no. 6/7
Type: Research Article
ISSN: 0143-5124

Keywords

Article
Publication date: 1 July 1997

John E. Davis

States that the mid‐Kent area of Kent Social Services has been engaged in a programme of organization development for the last three years. The objective of this initiative has…

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Abstract

States that the mid‐Kent area of Kent Social Services has been engaged in a programme of organization development for the last three years. The objective of this initiative has been to provide high quality services to the vulnerable people who need them. There was early recognition that the organization needed to be more responsive to those who used its services, but also to its staff. Explains how agreement was reached on the content of a learning organization policy. Sets out how, by asking two key questions of staff and listening and responding to their replies, it was possible to introduce a programme of personal development and performance management, along with an assessment programme which is helping to develop the behaviour of managers and supervisors. Gives practical examples of the opportunities created by staff to share their learning, demonstrate initiative, effect change and enjoy recognition for their efforts.

Details

Journal of Workplace Learning, vol. 9 no. 4
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 1 December 2006

Masood Abdulla Badri, Hassan Selim, Khaled Alshare, Elizabeth E. Grandon, Hassan Younis and Mohammed Abdulla

The purpose of this paper is to empirically test the causal relationships in the Malcolm Baldrige National Quality Award (MBNQA) Education Performance Excellence Criteria.

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Abstract

Purpose

The purpose of this paper is to empirically test the causal relationships in the Malcolm Baldrige National Quality Award (MBNQA) Education Performance Excellence Criteria.

Design/methodology/approach

Using a sample of 220 respondents from 15 United Arab Emirates (UAE) universities and colleges, results of regression analysis and confirmatory structural equation modeling show that all of the hypothesized causal relationships in the Baldrige model are statistically significant.

Findings

A comprehensive “measurement model” grounded in the Baldrige Performance Excellence in Education Criteria for the 33 items of measurement is developed, tested, and found to be valid and reliable. Leadership is identified as a driver for all components in the Baldrige System, including measurement, analysis and knowledge management, strategic planning, faculty and staff focus and process management. All Baldrige components (categories) are significantly linked with organizational outcomes as represented by the two categories of organizational performance results and student, stakeholder and market focus. The paper also tests the statistical fit of the only Baldrige model dealing with higher education, which was published in 1998 by Winn and Cameron.

Research limitations/implications

The data obtained are based on a sample of UAE higher education institutions. Studies in other countries should be conducted using the developed model to ensure the reliability of the results obtained.

Practical implications

A greater understanding of the linkages between the elements making‐up the MBNQA Education Performance Excellence Criteria model, facilitating the guiding role that the award models play in the implementation of quality management in higher education.

Originality/value

For the first time, an instrument of the MBNQA Education Performance Excellence Criteria is developed and tested. A new in‐depth and holistic perspective for examining the relationships and linkages in the MBNQA Education Performance Excellence Criteria model is provided.

Details

International Journal of Quality & Reliability Management, vol. 23 no. 9
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 April 1992

EDITORIAL BACK TO BASICS When I was invited to compile this special abstracts issue of the Journal of Managerial Psychology and provide this brief editorial, I considered what it…

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Abstract

EDITORIAL BACK TO BASICS When I was invited to compile this special abstracts issue of the Journal of Managerial Psychology and provide this brief editorial, I considered what it is (and what it has been) that makes/has made the JMP such a success. Apart from the undoubted excellence of its material, it seems to me that a major clue lies in its title; after all, most managers deal in psychology. They may not appreciate it at the time but many managerial actions and interventions are just human actions and interventions, no more, no less; thus they are the applied science of the human mind.

Details

Journal of Managerial Psychology, vol. 7 no. 4
Type: Research Article
ISSN: 0268-3946

Article
Publication date: 1 June 1992

THE VALUE OF ABSTRACTS AND THEIR USE ‐ MCB is not a company to rest on its laurels. In the vernacular of modern‐day management literature, the company can rightly claim to be a…

Abstract

THE VALUE OF ABSTRACTS AND THEIR USE ‐ MCB is not a company to rest on its laurels. In the vernacular of modern‐day management literature, the company can rightly claim to be a learning organization; one that seeks to regenerate and develop itself in accordance with current trends, most notably those in customer and market requirements.

Details

Industrial and Commercial Training, vol. 24 no. 6
Type: Research Article
ISSN: 0019-7858

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