Search results

Argues that news management is the most appropriate term to describe activities by communication practitioners and others to influence the way the media cover their activities. Suggests that pressure groups are now as effective in gaining media access as government and commercial organizations because they have become proficient at following journalistic and news conventions. This approach is necessary for any organization engaged in persuasive rather than collaborative communication. Concludes that the process of news management needs to be studied from viewpoint of communication practice.

The credit derivatives market is both fast‐growing and increasingly complex. This brings problems for banks and the infrastructure needed to support such products. There are also sophisticated questions of regulation. The authors bring a wealth of experience to bear on the topic and suggest a variety of ways in which the problems and opportunities can be dealt with satisfactorily.

ANY report on the state of the nation today inevitably concerns itself with economic matters. There is the imbalance caused by the steep rise in oil prices. The dusty answers we are given about future prospects are a fragile platform on which to base present actions. The spectre of inflation haunts all of us constantly and the volume of unemployment worries many people.

ELEVEN YEARS have passed, we were reminded at the Hague Congress last month, since a handful of people met a few kilometres away and agreed to bring together all concerned with work study through the medium of a European Federation. The tenth assembly of that body gave at least one member of that original group an opportunity to consider the present position.

Spectacular bankruptcies of the Orange County Investment Pool in December 1994 and Barings Bank in February 1995 mounted a pressure on the U.S. Financial Accounting Standards Board (FASB) to issue Statement No. 133, Accounting for Derivatives Instruments and Hedging Activities (FAS 133). Although measuring derivatives at fair value is a major improvement in accounting for derivatives, such type of accounting falls short of quantifying and reporting the risk of losses associated with derivative instruments. The purpose of this paper is to suggest an alternative approach to market valuation by integrating quantitative market risk estimation into the valuation method. The paper will use the Barings Bank experience to demonstrate how FAS no. 133 disclosure falls short of disclosing the magnitude of the market risk held by the bank at the end of 1994. It will also demonstrate how using a risk‐impacted value would have improved the disclosure of how much the bank stood to lose from their open positions.

This paper examines the development of operational and payment systems in a small company that has responded to the entrepreneurial challenge presented by UK legislation promoting compulsory competitive tendering. An analysis is made of the alignment of reward strategy with the business imperative. A comparison is made of the contrasting approaches relating to risk sharing, flexibility and new patterns of work between the local authority labour force, with its traditional public sector approach to providing services, and David Webster Ltd, which introduced a raft of innovative measures. Implications for the public sector are outlined and discussed. © 1997 John Wiley & Sons, Ltd. and European Research Press Ltd.

The introduction of roller‐milling rendered it possible to utilise any variety of wheat, since the grain in this process is not subjected to severe attrition, and pulverisation of the bran is avoided as far as possible. In roller‐milling the wheat grain is reduced to flour in gradual stages (gradual reduction process), during which the offal is continually removed by sifting and by the use of air currents. In this way a more complete removal of branny and other undesired particles can be effected, and a greater yield of highly refined flour can be obtained than in stone‐milling.

Orders Placed with the Industry during the Months of May and June.

Manufacturing industry’s success in reducing time‐to‐market, costs, environmental impact; and improving quality, and flexibility, has exposed an underlying factor limiting further significant improvement in competitive performance ‐ the effective management of production data. This article identifies the business benefits of product data management and examines the building blocks for a product data management strategy.