Functions of the grinding fluid The primary functions of the grinding fluid directly affect the outcome of the grinding process as it takes place at the grinding interface and…
Abstract
Functions of the grinding fluid The primary functions of the grinding fluid directly affect the outcome of the grinding process as it takes place at the grinding interface and include:
Peter E. Smith, John M. Barnard and Geoffrey Smith
Mergers, takeovers and changes in products or markets confront managers with major cultural change in their organisations. This article looks specifically at British Telecom, the…
Abstract
Mergers, takeovers and changes in products or markets confront managers with major cultural change in their organisations. This article looks specifically at British Telecom, the different demands made on managers pre‐ and post‐privatisation and describes now management development programmes helped managers to change their style.
Production Engineers have been continually seeking to find new and improved ways of converting an unmachined component into its finished design. Much of their time is spent…
Abstract
Production Engineers have been continually seeking to find new and improved ways of converting an unmachined component into its finished design. Much of their time is spent investigating the contribution that new cutting tool materials and coolants could give them in the production of their components. In the field of production grinding more and more attention is being focused on the use of Superabrasives and in particular on ‘Cubic Boron Nitride’ for the grinding of ferrous materials. The purpose of this paper is to discuss the use of ‘Cubic Boron Nitride’ (C.B.N.) in the production grinding field and how the Engineer should approach the application of this highly versatile abrasive.
Peter E. Smith, John M. Barnard and Geoffrey Smith
The privatisation and reorganisation of British Telecom (BT) presented its various divisions with the problem of transferring commercial awareness at the top management level to…
Abstract
The privatisation and reorganisation of British Telecom (BT) presented its various divisions with the problem of transferring commercial awareness at the top management level to middle management level. A management development programme was designed which combined computer‐based business strategy modelling and “best practice” modelling in human relations. These areas were previously treated separately. The greatest problem for senior managers was modifying their values. For middle managers the problem was that their values were overturned and themselves threatened. The one‐week courses allowed fears and confusions to be aired and examined. By exposing managers to “best practice” procedures they were given frameworks to help them determine how to forge a relationship between a sensible economic strategy and a complementary culture. The programme has been very successful and is to be implemented in other BT businesses.
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This paper focuses on the importance of chemical patents as an information source. After an outline of this importance, the discussion concentrates principally on the area of…
Abstract
This paper focuses on the importance of chemical patents as an information source. After an outline of this importance, the discussion concentrates principally on the area of structural information, highlighting some of the special characteristics that are found in the generic (Markush) type of description, in order to place in context some of the research work at Sheffield University. A brief summary is given of the important highlights of the research, performed by a team headed by Professor Mike Lynch from 1979 to 1995.
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Milorad M. Novicevic, Thomas J. Hench and Daniel A. Wren
In the closing decades of the twentieth, and at the start of the twenty‐first, centuries, attention has again turned to the critical role of intuition in effective managerial…
Abstract
In the closing decades of the twentieth, and at the start of the twenty‐first, centuries, attention has again turned to the critical role of intuition in effective managerial decision making. This paper examines the history of intuition in management thought by tracing its origins to Chester I. Barnard. This paper reveals not only the intellectual roots linking Barnard’s conceptualization of intuition in management thought to, among others, the influential works of the economist and sociologist, Vilfredo Pareto; Lawrence Henderson’s influence on Barnard through Henderson’s leadership and direction of the Harvard Pareto Circle; the works of the early pragmatist John Dewey; Humphrey’s The Nature of Learning; and Koffka’s Principles of Gestalt Psychology. Further, Barnard’s conceptualization of intuition foreshadowed by nearly two decades nearly all of Polanyi’s thinking and elaboration of tacit knowledge. This paper also examines Barnard’s and Simon’s differing views on intuition and provides a brief overview of contemporary research on intuition in managerial decision making.
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Milorad M. Novicevic, Jelena Zikic, Jeanette Martin, John H. Humphreys and Foster Roberts
– The purpose of this article is to develop a moral identity perspective on Barnard's conceptualization of executive responsibility.
Abstract
Purpose
The purpose of this article is to develop a moral identity perspective on Barnard's conceptualization of executive responsibility.
Design/methodology/approach
The paper uses a prospective study design, as an alternative to a transitional grounded approach, to develop a theory-based framework to compare textual patterns in Barnard's writings. By using Barnard's conceptualization of executive responsibility within the identity control theoretical framework, the paper analyzes the challenges of executive moral identification.
Findings
The paper develops a theory-based, yet practical, typology of moral identification of responsible executive leaders.
Research limitations/implications
Although this proposed typology appears rather parsimonious, it is recognized that issues of moral behavior are certainly complex, and therefore should be addressed in a requisite manner in future model developments.
Originality/value
The paper posits that Barnard's conceptualization provides a useful channel to address the critical domain at the intersection of responsible executive leadership, identity, and ethics relative to the issues of CSR, diversity management, gender equity, and community involvement. The paper considers the typology of moral identification to be an operative conduit for subsequent empirical research and practical guidance for executive leadership development.
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The purpose of this paper is to examine how and why outsiders, rather than incumbents, are able to take advantage of technological discontinuities.
Abstract
Purpose
The purpose of this paper is to examine how and why outsiders, rather than incumbents, are able to take advantage of technological discontinuities.
Design/methodology/approach
The paper employs a case study of a single innovation that transformed the technology of Formula 1 motor racing.
Findings
The findings show how social capital made up of “weak ties” in the form of informal personal networks, enabled an outsider to successfully make the leap to a new technological regime.
Practical implications
The findings show that where new product development involves a shift to new technologies, social capital can have an important part to play.
Originality/value
It is widely accepted that radical innovations are often competence destroying, making it difficult for incumbents to make the transition to a new technology. The paper's findings show how the social capital of outsiders can place them at a particular advantage in utilizing new technologies.
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The purpose of this paper is to highlight Barnard's groundbreaking ideas, and to interpret his contributions to the philosophy and practice of business as they apply to the…
Abstract
Purpose
The purpose of this paper is to highlight Barnard's groundbreaking ideas, and to interpret his contributions to the philosophy and practice of business as they apply to the twenty‐first century executive.
Design/methodology/approach
The paper makes use of primary data by focusing on Barnard's The Functions of the Executive, as well as other material written by, and about, him. Barnard's insights on executive management are then reinterpreted in light of Ramey's Leadership Quality Commitments, whose balance is deemed an essential marker of success for twenty‐first century leaders.
Findings
The paper presents Barnard as a pioneer philosopher in the field of management, whose rich contributions have permeated management theory and practice since he first published his seminal work 71 years ago. Barnard's concept of cooperation is re‐discovered as the basis of a leadership framework that places the executive at the center of a system responsible for balancing an unstable equilibrium among life, work, and society.
Practical implications
The paper suggests that Barnard's contributions are as relevant now as they were 71 years ago. Exploring the competencies that make executives effective and efficient, for example, provides insights regarding the combined roles of the executive as leader and manager.
Originality/value
The bulk of Barnard's contributions is found in the field of management, yet his views on cooperation, moral responsibility, motivation, positive interdependence, decision making, authentic self‐hood, strategy and legacy seem incredibly in line with leadership theory. Re‐discovering him as a leadership thinker may help to bridge the conceptual gap that is perceived to exist between management and leadership literature.