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The problem of management development in the Information Technology area is addressed. Some of the symptoms of the gulf between IT producers and consumers are identified and various bridging strategies are proposed, some of which are being put into practice in the author′s own organisation.

Museums are not only about exhibits, but also about the people who work with them and interpret them for the public. A 360‐degree feedback system has helped London’s Victoria and Albert to develop the skills of its people and cement its reputation as one of the world’s leading museums of art and design.

The New Year will see Britain a member of the largest multi‐national free trade area in the world and there must be few who see it as anything less than the beginning of a new era, in trade, its trends, customs and usages and especially in the field of labour, relations, mobility, practices. Much can be foreseen but to some extent it is all very unpredictable. Optimists see it as a vast market of 250 millions, with a lot of money in their pockets, waiting for British exports; others, not quite so sure, fear the movement of trade may well be in reverse and if the increasing number of great articulated motor trucks, heavily laden with food and other goods, now spilling from the Channel ports into the roads of Kent are an indication, the last could well be true. They come from faraway places, not all in the European Economic Community; from Yugoslavia and Budapest, cities of the Rhineland, from Amsterdam, Stuttgart, Mulhouse and Milano. Kent has had its invasions before, with the Legions of Claudius and in 1940 when the battle roared through the Kentish skies. Hitherto quiet villagers are now in revolt against the pre‐juggernaut invasion; they, too, fear more will come with the enlarged EEC, thundering through their one‐street communities.

Research into the processes managers use to initiate change in the workplace, and an examination of their related training needs. An Analysis of Strike Activity in Post‐War Britain.

The Oxford Institute for Employee Relations (OXIFER) is a small research and teaching community based at Templeton College, Oxford. It aims to link advanced research with teaching and the widespread dissemination of findings, focusing primarily on the role of management in employee and industrial relations and examining aspects of employee relations. Four research projects are currently under way. The first, Development and Dissemination of the Industrial Relations Audit, involves identifying an organisation's existing industrial relations practices and comparing and contrasting these with the desired position as perceived by senior managers or a joint body of senior managers and union representatives. Line Management of Industrial Relations uses data from the audits conducted in the first project to study the industrial relations role of line managers. The Management of Employee Relations in the Multidivisional Company focuses on the strategic choices open to senior line managers and personnel management. Management of Change and the Contribution of Industrial Relations Training aims to gain a better understanding of the process of change in a variety of organisations with particular reference to the contribution which industrial relations training in its broadest sense can make to change. Common themes running through the projects are methodology, employment relations and the management of change and the apparent current managerial concern with quality.

Considers the new Trailblazer apprenticeships being offered by Barclays and Santander.

Examines the reasons for the programs and the results they are expected to achieve.

Explains that the three-year Trailblazer qualification enables young people to achieve the sixth-level apprenticeship, equivalent to a university degree.

Demonstrates the wide range of career options open to successful candidates.

Highlights a useful route into training and employment for young people, some of whom have spurned conventional higher education and training.

Shows how two banks are implementing the government’s Trailblazer apprenticeship scheme.

The transition from paper‐based employee surveys to electronic implementation has resulted in quicker and fuller feedback from employees and reduced costs by half at Emap Communications, which employs more than 1,200 people at eight sites in the UK.

The key questions explored in this volume converge around issues of educational governance in the context of globalization. The individual chapters each contribute to the goals of assessing the development of the educational agenda of the Organization for Economic Cooperation and Development (OECD) and providing evidence on the trajectories through which the organization’s programs and policies have directly and indirectly influenced and affected diverse educational systems. The chapter explores these issues in more depth, drawing on the perspectives presented in the volume’s individual chapters. The first section provides a discussion of the contexts that have given rise to the OECD as a key global education policy actor. Following this brief historical overview, some of the key findings raised by the volume’s authors are examined in the context of wider literature on global education policy. Collectively, the chapters raise important questions about the role of nation-states in educational planning, the scope and spatiality of international assessments such as PISA and TALIS, and the complexity of evidence and expertise in global, national, and local educational policy-making. The chapter concludes with a brief discussion of the implications of the volume’s work for the wider field of comparative and international education.

The great success of unmanned aerial vehicles (UAVs) in performing near-real time tactical, reconnaissance, intelligence, surveillance and other various missions has attracted broad attention from military and civilian communities. A critical contribution to the increase and extension of UAV applications, resides in the separation of pilot and vehicle allowing the operator to avoid dangerous and harmful situations. However, this apparent benefit has the potential to lead to problems when the role of humans in remotely operating “unmanned” vehicles is not considered. Although, UAVs do not carry humans onboard, they do require human control and maintenance. To control UAVs, skilled and coordinated work of operators on the ground is required.

This paper aims to investigate the connection between different perceived organizational cultures and information security policy compliance among white-collar workers.

The survey using the Organizational Culture Assessment Instrument was sent to white-collar workers in Sweden (n = 674), asking about compliance with information security policies. The survey instrument is an operationalization of the Competing Values Framework that distinguishes between four different types of organizational culture: clan, adhocracy, market and bureaucracy.

The results indicate that organizational cultures with an internal focus are positively related to employees’ information security policy compliance. Differences in organizational culture with regards to control and flexibility seem to have less effect. The analysis shows that a bureaucratic form of organizational culture is most fruitful for fostering employees’ information security policy compliance.

The results suggest that differences in organizational culture are important for employees’ information security policy compliance. This justifies further investigating the mechanisms linking organizational culture to information security compliance.

Practitioners should be aware that the different organizational cultures do matter for employees’ information security compliance. In businesses and the public sector, the authors see a development toward customer orientation and marketization, i.e. the opposite an internal focus, that may have negative ramifications for the information security of organizations.

Few information security policy compliance studies exist on the consequences of different organizational/information cultures.