This paper considers the East India Company’s emergence as a territorial power from the 1760s until the revocation of most of its commercial functions in 1834. While this period…
Abstract
This paper considers the East India Company’s emergence as a territorial power from the 1760s until the revocation of most of its commercial functions in 1834. While this period has been a key episode for historians of the British Empire and of South Asia, social scientists have struggled with the Company’s ambiguous nature. In this paper, I propose that a profitable way to grasp the Company’s transformation is to consider it as a global strategic action field. This perspective clarifies two key processes in the Company’s transition: the enlargement of its territorial possessions; and the increased exposure of its patrimonial network to intervention from British metropolitan politics. To further suggest the utility of this analytic perspective, I synthesize evidence from various sources, including data concerning the East India Court of Directors and the career histories of Company servants in two of its key administrative regions, Bengal and Madras, during this period of transition.
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Whilst widely recognised and used throughout industry, the appraisal interview can be a two‐edged sword. If handled incorrectly or unprofessionally by the interviewer, it is at…
Abstract
Whilst widely recognised and used throughout industry, the appraisal interview can be a two‐edged sword. If handled incorrectly or unprofessionally by the interviewer, it is at best pointless and ineffective; at worst it breeds frustration and discontent, and contempt by the interviewee for his superior. The pitfalls for the manager conducting the interview are many, but they can be grouped, at least according to Video Arts, under three broad headings, which are reflected in the three characters featured in their new training film on appraisal, How Am I Doing? (colour, 27 minutes).
The first ever festival of training films in the US was held last December in New York. It was mounted in association with Training 78, the second Annual Conference and Exposition…
Abstract
The first ever festival of training films in the US was held last December in New York. It was mounted in association with Training 78, the second Annual Conference and Exposition organised by Training, the American magazine of Human Resources Development, attended by over 2,000 delegates. The festival, with some 55 entries, was interesting as an opportunity to compare the nature and standards of US productions with our own training films.
The British Sponsored Film Festival, the finals of which were held recently in Brighton, confirmed both the quality and expertise of current British training film production, and…
Abstract
The British Sponsored Film Festival, the finals of which were held recently in Brighton, confirmed both the quality and expertise of current British training film production, and provided clear evidence of the increasing use of the audio visual media for training and industrial communication purposes in the widest sense.
A substantial library of film and video based training programmes has been established by CST Training Services, the specialist training division of Cygnet Guild Communications…
Abstract
A substantial library of film and video based training programmes has been established by CST Training Services, the specialist training division of Cygnet Guild Communications Ltd. With 35 titles initially, the material covers management, supervisory, sales, marketing, customer relations and financial subjects and emanates from two major US producers, Roundtable Films and Salenger Educational Media, plus CST's own productions for UK clients such as Cranfield School of Management and Structured Training Ltd.
British production companies continue to be prolific in their output of new films and other audio visual programmes for training purposes. As the annual British Sponsored Film…
Abstract
British production companies continue to be prolific in their output of new films and other audio visual programmes for training purposes. As the annual British Sponsored Film Festival, just held in Birmingham, has testified, films for training, accident prevention and other human relations purposes are not just being made in large numbers—they are also being produced to really high creative and technical standards. And by good “technical” standards, I mean both cinematographically and in terms of their training content.
Clive Bingley, Clive Martin and Helen Moss
MELVYN BARNES, Borough Librarian & Arts Officer of the Royal Borough of Kensington & Chelsea (London), was asked to prepare a report for his libraries committee on the possibility…
Abstract
MELVYN BARNES, Borough Librarian & Arts Officer of the Royal Borough of Kensington & Chelsea (London), was asked to prepare a report for his libraries committee on the possibility of selling withdrawn library books to the public—that rumbling bandwagon which inevitably looks attractive to local authorities in hard times.
The October deadline for the appointment and functioning of safety representatives in the UK, under the provisions of the Health and Safety at Work Act, puts the current focus…
Abstract
The October deadline for the appointment and functioning of safety representatives in the UK, under the provisions of the Health and Safety at Work Act, puts the current focus upon safety films. There have been a goodly number of new releases on both specific and general themes, but none more timely and appropriate than Something To Do With Safety Reps(colour, 18 minutes). Made by Millbank Films—asserting themselves again as masters in this field — the film presents a dramatised case study of a company's early experiences with its new safety representatives.
Many innovations have taken place in the teaching‐learning strategies for organisational behaviour (OB), in the School of Management over the past 18 months. This paper describes…
Abstract
Many innovations have taken place in the teaching‐learning strategies for organisational behaviour (OB), in the School of Management over the past 18 months. This paper describes the impetus for these changes (i.e. budget pressures) and the search for alternative teaching‐learning strategies suitable for organisational behaviour. It documents the journey of lecturers, part‐time staff and students who took part in this adventure. The change process involved a team of eight full‐time and ten part‐time staff members and over 800 students in a multicultural environment. During the first meeting, students had to negotiate their roles, desirable group norms and the gradations of penalties they would use if these ground rules were not adhered to. Each week the roles of facilitator, facilitator’s buddy, time‐keeper and scribe were rotated. Students learnt to work with “dominators”, “quiet members”, “social loafers”, “poor timekeepers”. Some learnt to confront conflict, others decided to ignore it. Student assignments included a creative learning log and a report describing in depth what they learnt themselves and working in groups and relating their experiences to models and theories of organisational behaviour.