Warehousing has undergone a fundamental transformation over the past thirty years. From a time when the fork lift truck was the most intricate piece of warehousing equipment…
Abstract
Warehousing has undergone a fundamental transformation over the past thirty years. From a time when the fork lift truck was the most intricate piece of warehousing equipment, today's computer hardware and software now allow the construction of completely automated complexes. The technology which makes this state of affairs possible can bring key benefits such as reduced inventory, increased management control, greater accuracy and better labour efficiency, though at the same time costs incurred should be justifiable. This article attempts to give some guidelines for decisions in each of these areas.
Discusses the Total Quality culture of Harvester restaurants, concentrating on training to achieve the company′s mission of delivering a high quality service to its guests…
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Discusses the Total Quality culture of Harvester restaurants, concentrating on training to achieve the company′s mission of delivering a high quality service to its guests. Outlines the importance of teamwork in the programme, and provides a case study of the executive team, showing how the system works in practice.
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Summarizes the basic principles of Bioenergetics along with its origin in Riechian psychology. Clarifies that Bioenergetics is used at Cranfield not as psychotherapy, but as an…
Abstract
Summarizes the basic principles of Bioenergetics along with its origin in Riechian psychology. Clarifies that Bioenergetics is used at Cranfield not as psychotherapy, but as an aid to personal development for a specific population of high‐functioning individuals, i.e. managers. Places the Bioenergetic body‐mind notion into a philosophical context of human goodness and potential; thus expanding the focus to body‐mind‐spirit. Examines five body‐mind types through the following aspects: how they operate at work; how they were formed; key attitudes; unique gifts; body shape; development path; how they are best managed. Case histories illustrating the different types in various modes of consultant intervention, i.e. individual development, team building and culture change.
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Andrew Kerslake and Keith Moultrie
Effective Management of information is essential to delivery of high‐quality services, particularly in inter‐agency working. Many social services departments are suspicious of…
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Effective Management of information is essential to delivery of high‐quality services, particularly in inter‐agency working. Many social services departments are suspicious of information systems, partly because of past experience of inappropriate solutions. The paper suggests an approach to help departments to build on existing systems so they can move towards better management and practitioner support.
This paper aims to discuss and provide examples of different collaborative models that are emerging and to argue that a technology‐enhanced, socio‐constructivist approach to…
Abstract
Purpose
This paper aims to discuss and provide examples of different collaborative models that are emerging and to argue that a technology‐enhanced, socio‐constructivist approach to future collaborative curriculum design and delivery enables partnership working and provides curriculum design solutions that supports delivery in different ways. The paper seeks to argue that the driver for motivating programme teams to work collaboratively and embed technology into future programme designs comes both from a changing economic and funding climate and a pedagogic driver to offer value to the learner. The paper aims to present exemplars of using technology to transform programme delivery.
Design/methodology/approach
Outcomes and deliverables from different technology‐enhanced learning projects and the work of the Edinburgh, Lothians, Fife and Borders Regional Articulation Hub (ELRAH) have been examined to establish whether technology‐enhanced learning, teaching and access models could enable universities and colleges to work collaboratively to provide a more flexible and accessible model of HE in the future. The paper uses examples of technologies and professional development that is being used to support technology‐enhanced, collaborative HE programme development, and, while the paper focuses specifically on the debates taking place in Scotland, the insights provided are relevant to similar debates taking place in the rest of the UK.
Findings
The paper argues that “edgeless universities” are needed to achieve the reforms needed to deliver an HE system that offers the flexibility of access and efficient delivery required in the future. A future higher education system that demands efficiency and more flexibility through partnership and collaboration must use technology to form partnerships if they are to generate radical changes to future programme designs that enable flexible access. The paper argues that a traditional “one size fits all“ model for tertiary education does not meet a vision for wider access to HE. Institutions will need to adopt different strategies for engaging staff in collaborative curriculum developments and need to provide strong leadership to direct engagement.
Originality/value
The value of this paper is that it presents ways in which FE and HE institutions can work collaboratively to create a more radical, technology‐enabled, collaborative approach to future HE curriculum development in Scotland.
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Russell Cropanzano, Andrew Li and Keith James
In their chapter, Rupp, Bashshur, and Liao (this volume) have made an impressive contribution to the literature on multi-level justice. These authors have provided both a precise…
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In their chapter, Rupp, Bashshur, and Liao (this volume) have made an impressive contribution to the literature on multi-level justice. These authors have provided both a precise conceptual definition of justice climate and a measurement strategy (referent shift) that will greatly smooth the progress of future empirical inquiry. The goal of this commentary is to expand these important ideas by moving in two directions. First, we discuss what it means to be an individual when justice is experienced as a member of a team. Toward this end, we describe research on social identity theory and social categorization theory, emphasizing how these paradigms could further increase our knowledge. Second, we discuss two new manifestations of multi-level justice that have hitherto been neglected: intraunit justice (group perceptions regarding how team members generally treat one another) and interunit justice (perceptions regarding the way one group treats another). All of these multi-level justice concepts are organized into a new taxonomy.
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This chapter complements the one that appeared as “History of the AIB Fellows: 1975–2008” in Volume 14 of this series (International Business Scholarship: AIB Fellows on the First…
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This chapter complements the one that appeared as “History of the AIB Fellows: 1975–2008” in Volume 14 of this series (International Business Scholarship: AIB Fellows on the First 50 Years and Beyond, Jean J. Boddewyn, Editor). It traces what happened under the deanship of Alan Rugman (2011–2014) who took many initiatives reported here while his death in July 2014 generated trenchant, funny, and loving comments from more than half of the AIB Fellows. The lives and contributions of many other major international business scholars who passed away from 2008 to 2014 are also evoked here: Endel Kolde, Lee Nehrt, Howard Perlmutter, Stefan Robock, John Ryans, Vern Terpstra, and Daniel Van Den Bulcke.
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THE traditional division of information services into science and technology on the one hand and the humanities on the other, does nothing to improve the provision of information…
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THE traditional division of information services into science and technology on the one hand and the humanities on the other, does nothing to improve the provision of information in a multi‐disciplinary subject such as planning. The proposal to make separate provision, within the national framework, for the social sciences, which was put forward by J. E. Pemberton in the November issue of this journal, would only serve to further fragment the sources of information in planning.