The article examines the difficulty of defining “quality” and promotes the use of plain English to break down barriers and dispell illusions among management and staff. Highlights…
Abstract
The article examines the difficulty of defining “quality” and promotes the use of plain English to break down barriers and dispell illusions among management and staff. Highlights the experience of AT&T Istel in educating and motivating senior managers and creating an open, supportive atmosphere. Illustrates two techniques for focusing on delivering quality both internally and to external customers.
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Describes how one IT services company, a subsidiary of AT&T, hasdeveloped and implemented a comprehensive performance management system.Outlines the consultative process that was…
Abstract
Describes how one IT services company, a subsidiary of AT&T, has developed and implemented a comprehensive performance management system. Outlines the consultative process that was an integral part of the design of the system and the method of “selling” it to everyone in the company, as well as the actual operation. Shows that proper deployment of a sound performance management system can align the individual’s goals with those of the organization.
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Members of the Council will be in attendance at this years InterNepcon Exhibition, which is being held on Tuesday 16th—Thursday 18th October, manning a special table which will be…
Abstract
Members of the Council will be in attendance at this years InterNepcon Exhibition, which is being held on Tuesday 16th—Thursday 18th October, manning a special table which will be strategically located on the balcony of the Blue Hall.
This paper aims to argue that to address the consequences of climate change and variability a greater focus on pre‐emergency planning that engages a wider stakeholder group must…
Abstract
Purpose
This paper aims to argue that to address the consequences of climate change and variability a greater focus on pre‐emergency planning that engages a wider stakeholder group must be adopted.
Design/methodology/approach
The paper discusses UK emergency management and approaches to climate change and climate variability risk.
Findings
The internal focus of UK emergency management inhibits the contribution that it can make to societal resilience and public preparedness. Effective risk reduction requires that all actors, including the public, are engaged in the social learning process. From a UK emergency management perspective this requires a culture shift to an outward proactive focus.
Originality/value
This paper offers insights into emergency preparedness in the UK.
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Suzanne Richbell, Mike Simpson, Geoff M.H. Sykes and Simon Meegan
This paper takes an international perspective and reports the results of a trial of the Canadian (Ottawa) shift system within a UK police force. Primary data were collected via…
Abstract
This paper takes an international perspective and reports the results of a trial of the Canadian (Ottawa) shift system within a UK police force. Primary data were collected via group interviews followed by a questionnaire survey. Secondary data were available from internal reports and performance measures. Officer welfare and morale were investigated and found to be greatly improved. Performance indicators, including arrest rates, also improved although it was not possible to establish a direct causal link with the introduction of Ottawa. A number of operational problems associated with the Ottawa system in the UK are identified and reviewed.
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The purpose of this paper is to review the changes made to civil protection in the UK, both legislative and capacity building, that aim to make the UK more resilient.
Abstract
Purpose
The purpose of this paper is to review the changes made to civil protection in the UK, both legislative and capacity building, that aim to make the UK more resilient.
Design/methodology/approach
Reviews the background to changes in UK civil protection and compares these with the work being done by the broader disaster management community on the meaning and development of resilience to a range of threats.
Findings
Finds that the UK approach has been deflected by the terrorist attack of 11 September 2001 and is clearly focused on organisational resilience. This top‐down approach does not augur well in terms of promoting a more resilient society. The paper also questions if it is time to take a broader view of what constitutes an emergency.
Originality/value
The recent changes in UK civil protection are in many ways welcome. But the promotion of more resilient communities requires a bottom‐up as opposed to a top‐down approach. Government funding is aimed mainly at institutional resilience. This raises the question of how to promote a broader agenda of more resilient societies able to respond to a broad range of threats.