At the end of each year it was customary for the members of our Personnel and Social Department to have their annual conference. At this conference we took stock of all activities…
Abstract
At the end of each year it was customary for the members of our Personnel and Social Department to have their annual conference. At this conference we took stock of all activities of the past year and made plans for the year to come. Neither is a rather traditional conference adequate for developing strategies that are supposed to last for the next five to ten years, nor is a simple inventory of past activities enough of a basis on which to build on a completely new frame of reference for Personnel and Social Policy strategies. Therefore, the head of our department felt that it was about time to start considering aspects such as goals and corresponding consequences that would allow us to be more future‐oriented.
Cecil Clyde and Hans‐Jürgen Kurtz
Many companies in industry concentrate a lot of energy on drawing up training programmes which tackle the difficult problem of making workers conscious of the dangers confronting…
Abstract
Many companies in industry concentrate a lot of energy on drawing up training programmes which tackle the difficult problem of making workers conscious of the dangers confronting them in their place of work. Many programmes include aspects of accident prevention dramatically illustrated by “what happens when …” situations, appeals to safety observers to drive home to fellow‐workers the necessity of wearing goggles, ear plugs, safety shoes etc. In other words, the primary task of the safety observer is to observe skilfully and prevent unsafe acts which could endanger health and safety at work. How often, however, is the safety observer himself fully aware of the role which he has accepted? How beneficial can role‐awareness be in carrying out safety training measures at shop‐floor level? Finding an answer to this question was, for us, the basic part of a new approach to safety training which was to be tested with a group of safety observers in one of our production plants.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.