Search results

Composite design software is helping engineers from British Aerospace to reduce significantly engineering time on composite parts for the Eurofighter 2000 aircraft. FiberSIM’ simulation software from Composite Design Technologies (CDT), Waltham, Massachusetts, allows manufacturing engineers to define the composite lay‐up on a computer, eliminating the old, industry‐wide trial and error process that was used to lay composite plies onto a complex surface. The new technology ensures that manufacturing reflects the design intent and reduces weight by avoiding unnecessary patches. British Aerospace also expects additional production time savings by using the software to program laser projection equipment.

The aim of this paper is to ask why western organisations appear to be moving towards a single global HR model that minimises cultural differences compared with Asian organisations that seem to allow more variation in HR policies and practices. Moreover, we try to identify the problems western organisations face in taking this route and how they seek to overcome them.

The paper is based on a case survey approach whereby the author (and colleague) researched the global HR practices of some 70 organisations, interviewing a good proportion of the senior HR managers in these organisations. The focus was on global employment brands, culture and diversity, as well as talent management and HR service delivery model.

Western organisations seem to be moving towards a single global HR model that minimises cultural differences, whereas “polycentric” organisational forms are common in Asian companies. This may be to do with ownership structure and business model, but is also through Western organisations fashioning a “one company” philosophy and reducing costs through centralisation. This approach risks the creation of an ethnocentric world view based on a home country perspective that might damage diversity and lead to the cloning of the business leadership. The paper offers some risk mitigation strategies based around having common people principles but allowing distinctive local practice.

The research is case study-based. There is no quantitative element to the results. Thus, the research has the benefit of in-depth understanding of organisational practice and its context, and the author (and colleague) do not have the benefit of testing the findings across a larger number of organisations. In particular, the East versus West distinction the author (and colleague) made needs further refinement. And, the author would want to look in more depth at the business structures of Western firms to see how much effect they have on organisational culture.

Organisations can take the findings, including solutions to the problems of ethnocentricity, and apply them to their own situations. In particular, it should encourage a more thoughtful review of the development of organisational culture and especially reflection on the dangers of standardisation and consolidation of HR services.

This paper is based on original case study research and uses these insights to consider some of the academic debates about organisational culture and HR services, specifically within the context of global operations. The advice to organisations will be new to practitioners, although it builds on previous work.

Before considering anti‐corruption operations it would be helpful if the role of the Police Complaints Authority were briefly outlined. It is an independent body established by Act of Parliament — the Police and Criminal Evidence Act 1984 — to oversee complaints by members of the public against police officers in England and Wales. There are just 12 members, supported by 60 civil servants seconded from various government departments. The members are all full time and come from a wide variety of backgrounds.

A comic little saga on the intricacies of food and food labelling law is provided.

Computer‐aided design is being used for robotics at Thorn‐EMI.

Board appointments at Vacu‐Blast Surface engineering specialists, Vacu‐Blast Ltd., have appointed Mr. Roger Brickwood as sales director. This position was formerly held by Mr. F. H. ‘Bill’ Chaffer, who has relinquished the post in order to concentrate full‐time on developing the interests of BTR sister company, Impact Finishers Ltd., of which he is managing director. Mr. Brickwood was previously sales manager of Vacu‐Blast Ltd.

The purpose of this study was to examine the dimensions of athletic star power associated with Generation Y sports consumption. Multivariate analyses revealed that athletic star power factors (Professional Trustworthiness, Likeable Personality, Athletic Expertise, Social Attractiveness and Characteristic Style) were positively (p < .05) predictive of the sport consumption factors (Event Consumption and Merchandise Consumption).

THORN EMI'S Central Research Laboratories are studying the feasibility of a kit of hardware and software parts which can be put together easily by medium and small firms to obtain a robotic assembly system capable of handling a wide variety of tasks.

The first industrial robot to be employed by Saunders Valve Company Ltd., manufacturers of diaphragm valves, is a ‘PAM‐2’ robot made by Remek.