The purpose of this paper is to consider how Whitefriars Housing Group has addressed the challenges faced when managing major change, and to provide a successful case study for…
Abstract
Purpose
The purpose of this paper is to consider how Whitefriars Housing Group has addressed the challenges faced when managing major change, and to provide a successful case study for other organisations and training providers to learn from. The article considers how to introduce a successful culture change strategy and entrench a set of values into an organisation.
Design/methodology/approach
Whitefriars codified its cultural change model into seven easy‐to‐digest sections. These were then conveyed to all staff using in‐depth and innovative training methods, ranging from customer care training to theatre forums.
Findings
The results, in terms of employee attitudes, customer response and external audits, were all very positive. Tangible evidence of the success of the Stardust Strategy can be found in hard figures. Sickness absence dropped over three years from 9 per cent to 4.5 per cent. Employee turnover dropped from 40 per cent on the front line to around 8 per cent.
Practical implications
The paper shows a need for organisations to entrench their training material and the importance of innovation. Changes to practice may include embedding cultural identity and customer care into all companies' training packages.
Originality/value
The theatre training and Stardust Strategy contained within this paper are all new ideas. The paper will be of interest to trainers and human resources departments whose organisations or clients are undergoing major change. It is relevant to individuals and organisations both within and outside of the housing sector.
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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001898. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001898. When citing the article, please cite: Judith Ryder, Mark Easterby-Smith, (1992), “WORKING TOGETHER IN EUROPE: THE CASE OF THE EUROPEAN MANAGEMENT TEACHER PROGRAMME”, European Business Review, Vol. 92 Iss: 2.
Judith Ryder and Mark Easterby‐Smith
Describes the experience of participants and staff on the EuropeanManagement Teacher Programme, launched in January 1991 as a jointventure between the Management School at…
Abstract
Describes the experience of participants and staff on the European Management Teacher Programme, launched in January 1991 as a joint venture between the Management School at Lancaster University and Groupe ESC Lyon in response to the continuing shortage of trained faculty in European business schools. Highlights some of the difficulties in operating across different national training set‐ups and underlines the value of periods of immersion and of extended professional networks for enhanced inter‐cultural understanding.
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This article describes an award‐winning training program that has transformed employee attitudes to equality and diversity at Whitefriars Housing Group.
Abstract
Purpose
This article describes an award‐winning training program that has transformed employee attitudes to equality and diversity at Whitefriars Housing Group.
Design/methodology/approach
Draws on information provided by the organization's director of organizational development.
Findings
Reveals that the program has helped employees to feel more confident to deal with complex situations and diverse customers and their needs. They feel confident to challenge peers and managers when the organization's values are not properly employed.
Practical implications
Illustrates how the training has engendered a cultural change that really is working and making a real impact on individuals, clients and the business.
Originality/value
Shows that residents have noticed a vast improvement in service, which is now friendly, approachable and professional.
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Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these…
Abstract
Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these shortages are very real and quite severe.
Daphna Birenbaum‐Carmeli, Yoram S. Carmeli and Rina Cohen
Provides a comparison of the press coverage of the introduction of IVF in different contexts, giving a vantage point for examining the variability and the context‐dependence of…
Abstract
Provides a comparison of the press coverage of the introduction of IVF in different contexts, giving a vantage point for examining the variability and the context‐dependence of the issue. Sheds some light on the cultural‐political‐social problems that the new technology entails. Contrasts the differences between Canada and Israel, showing that both countries endorse modern technology in the field of medidine: in both countries, IVF was imported about the same time and both used the US and Britain as a frame of reference and model rather than local developments. Shows the cultural differences of how each culture embraced the new technology.
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This paper examines the potential relationship between the history of American generations and the development of American management thought. The paper reviews the recently…
Abstract
This paper examines the potential relationship between the history of American generations and the development of American management thought. The paper reviews the recently developed generational theory of American history, along with the generational concept itself. Then, the leading thinkers in the history of the management discipline are classified according to their generational membership. The potential theoretical and research implications of the interplay of managerial and historical generations are then discussed.
Animal rights is a growing social justice movement opposed to all forms of animal exploitation and abuse. Animal rights is not animal welfare. It is not pet therapy, wildlife…
Abstract
Animal rights is a growing social justice movement opposed to all forms of animal exploitation and abuse. Animal rights is not animal welfare. It is not pet therapy, wildlife conservation, or the services of the local humane society. Although it shares concerns with other organizations interested in the welfare of animals, the animal rights movement is activist and progressive, rejecting the view that animals are resources to be used for human purposes.
In The International Dictionary of Sports and Games, “sport” and “game” have the follow‐ing definitions:
One of the less observed results of transportation deregulation has been the explosive growth of transportation intermediaries or third‐party specialists such as brokers…
Abstract
One of the less observed results of transportation deregulation has been the explosive growth of transportation intermediaries or third‐party specialists such as brokers, shippers' agents and integrated leasing companies for use by industrial purchasers and marketing management. Such transportation intermediaries have the performance potential and apparent reasons for existence to suggest that they can both reduce delivered product costs and enhance service quality attributes to promote a company's competitive advantage. In a broader sense, intermediaries may be ideally positioned to assist in coordinating and processing information for the entire value‐added chain.