Posits that the context of internal communication is changing rapidly, and that most organizations are seeking to reduce communications. Identifies nine roles of communication…
Abstract
Posits that the context of internal communication is changing rapidly, and that most organizations are seeking to reduce communications. Identifies nine roles of communication, including: cultural conscience, interpreter of ethics, facilitator of re‐visioning and openness, and communication planner. Concludes that communication is vital for future success.
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Posits that the context of internal communication is changing rapidly, and that most organizations are seeking to reduce communications. Identifies nine roles of communication…
Abstract
Posits that the context of internal communication is changing rapidly, and that most organizations are seeking to reduce communications. Identifies nine roles of communication, including: cultural conscience, interpreter of ethics, facilitator of re‐visioning and openness, and communication planner. Concludes that communication is vital for future success.
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This paper aims to review the role of benefits within the employee engagement mix of activities and products and provide three areas for strategic improvement.
Abstract
Purpose
This paper aims to review the role of benefits within the employee engagement mix of activities and products and provide three areas for strategic improvement.
Design/methodology/approach
The paper examines surveys and some well-known models for the inclusion of benefits in employee remuneration and draws on any insights that study uncovers.
Findings
The findings are that employee benefits should be critically appraised on an annual basis, not simply added to because they seem popular or are “in the news”.
Research limitations/implications
No specific research was undertaken, as this was a viewpoint of current commercial practice.
Practical implications
Employers should recognize that spend-to-get benefits require participants to spend their own money and therefore represent a cost to employees rather than a benefit. Employers need to research benefits take-up and participant opinions if the value of introducing them is to be fully realized. Communicating the features of benefits is usually poorly done by internal HR teams.
Social implications
Better scrutiny of the benefits basket and a closer eye on their effectiveness are required.
Originality/value
This is a considered view taken from the experience of running a number of commercial engagement programmes in the past 12 months with a view to helping practitioners avoid costly mistakes in future.
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The purpose of this paper is to explain how opening up decision making to those who can add value helps to transform organizational performance.
Abstract
Purpose
The purpose of this paper is to explain how opening up decision making to those who can add value helps to transform organizational performance.
Design/methodology/approach
Reveals how this was achieved at a top‐four UK bank. Draws on some of the ideas presented in the author's latest book, The CEO: Chief Engagement Officer.
Findings
Emphasizes the difference between flawed internal‐marketing programs, born at the tail‐end of the command‐and‐control era, which simply viewed employees as internal customers who were marketed at as any other “stakeholder group” when plans were afoot to refresh a company's strategy, and modern employee engagement, which involves taking the risk to reach down and engage the people it affects and the people who must deliver the end result.
Practical implications
Presents a toolbox of practical processes that help leaders to take the risk of sharing power, to engage the creativity of their people.
Originality/value
Advances the view that, by empowering leaders and employees to become partners in pushing an organization forward, good engagement planning is the “missing 50 percent” of strategy formulation.
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The enduring popular image of James Bond is (in the words of the theatrical trailer for Dr No) ‘the gentleman agent with the licence to kill’. Yet the screen Bond is hardly a hero…
Abstract
The enduring popular image of James Bond is (in the words of the theatrical trailer for Dr No) ‘the gentleman agent with the licence to kill’. Yet the screen Bond is hardly a hero in the manner of gentlemanly archetypes such as Cary Grant and David Niven (reputedly Ian Fleming’s preferred choice for the role). This chapter will explore how the image of Bond in the films has changed over time both in response to wider social and cultural archetypes of masculinity and due to the different performance styles of the various actors to play the role: Sean Connery, whose rough-hewn Scottishness can be seen as a means of representing the ‘otherness’ of Fleming’s character (‘Bond always knew there was something alien and un-English about himself’); George Lazenby, whose one-off appearance as an emotionally damaged Bond in On Her Majesty’s Secret Service anticipated later portrayals of the character; the parodic variant of Roger Moore; the brooding Byronic hero of Timothy Dalton; the ‘Milk Tray Man’ charm of Pierce Brosnan; and Daniel Craig, whose combination of bull-in-a-china-shop physicality and vulnerable masculinity (literally so in Casino Royale) has by common consent successfully transformed Bond from a cartoon superman into a twenty-first century action hero.
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The quest for effective performance has never been greater, nor the recognition that it is the human resources of an enterprise that make for its survival and success. Managers…
Abstract
The quest for effective performance has never been greater, nor the recognition that it is the human resources of an enterprise that make for its survival and success. Managers are bombarded with techniques and insights as to how to improve people performance; yet certain things remain constant, or relatively so Foremost among these is the basic task of management to plan, organise, lead, monitor and Control.
Qualitative methodology is used to examine social and dialogic interactions, in a fifth‐grade classroom known as ‘Freedom Falls’. The author discusses social interaction through…
Abstract
Qualitative methodology is used to examine social and dialogic interactions, in a fifth‐grade classroom known as ‘Freedom Falls’. The author discusses social interaction through dialogue as a means of constructing a democratic classroom community for students. In this case study, through descriptive data, classroom dialogue is examined from the collective group to individual members. The author explains how she discovered that meanings about democracy in the classroom were transferred from the collective group to the individual members, and ways of expressing democratic practices in the classroom enhanced students’ participation as active classroom members responsible for their classroom culture.
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Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are…
Abstract
Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.
Andrew Ssemwanga and Enakshi Sengupta
The early twenty-first century saw a rise in corporate scandals with Enron and WorldCom grabbing the newspaper headlines. The Association to Advance Collegiate Schools in Business…
Abstract
The early twenty-first century saw a rise in corporate scandals with Enron and WorldCom grabbing the newspaper headlines. The Association to Advance Collegiate Schools in Business realized the significance of imparting education in ethics mainly to the students studying business management and thus a task force was established to examine and report on the current status of ethics education in business schools (Waples, Antes, Murphy, Connelly, & Mumford, 2009). The task force published a report that strongly advocated a course in business ethics that will help business management students cope with ethical dilemmas in their decision-making process. In Eastern Africa, Business Ethics as a subject of teaching and research has expanded at a significant level mainly in Uganda, Kenya, and Tanzania. This chapter presents an evaluation and critical discussion of current business ethics education in St Lawrence University in Uganda. The chapter will discuss issues related to teaching business ethics in an African context and the relevance of the subject to the current students enrolled in business courses and how it can contribute to promoting social responsibility through higher education.