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Aims to explore the various factors that influenced the outcomes of an orientation course for nurses and midwives entering higher education for the first time. Data were gathered by questionnaire and findings analysed to determine potential enabling and inhibiting factors affecting individual academic performance. Evidence suggests that there are a number of interrelating influences which affect success or failure and quality issues related to courses of this type must take a wider view than just the initial academic profile of the individual.

Responding to government initiatives which demand that quality in education be identified in a measurable way, nursing, in its move to professionalization, has sought to gain academic parity with other professions allied to medicine and has entered higher education (HE) institutions. In setting up new courses, it is now necessary to work within an identified model of quality and use it as the basis for evaluation. Describes how the authors set up an access module for nurses who had never studied within HE but had come from a traditional “training” background. In the early planning stage it became evident that no established framework for quality was suitable for this module. As a result, a model was designed based on the work of several authors (Donabedian, 1966; Holzemer, 1992 and Maxwell, 1984). The major categories within this model were identified as context, process and outcome. These were chosen from the literature as they reflect key concepts in nursing practice familiar to all nursing practitioners. Within each category, several sub‐components were later identified. Having used this model to plan, implement and evaluate several modules over a two‐year period, it appears to be a useful tool in recognizing and measuring appropriate quality issues for access courses for nursing. Although it was constructed specifically for this purpose, it could be of use in a wider education arena for mature students returning to study.

Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus' efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers' every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets.

To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service.

At a time when the future of the British state pension is being debated events in Australia provide an interesting example of an alternative approach. This article examines the introduction in Australia of the 1992 Superannuation Guarantee Charge Bills (SGC). The article considers the key debates which accompanied the SGC along with the role of the Australian Council of Trade Unions (ACTU), the poverty lobby and employer organisations in the reform process. The Australian model can not simply be transposed to the UK but the politics of reform in this case illustrate the issues of equity, exclusion and social division that are likely to arise.

Hollie (2011) maintains that pedagogy is the most frequently overlooked facet of culturally responsive teaching. This chapter puts forward a promising pedagogy for working with diverse learners, particularly those from ethnic minorities. It opens by providing a brief background to the New Zealand context in which my research has been conducted, before moving on to identifying key UNESCO principles relating to cultural and linguistic diversity, and examining key tensions and challenges that impact on the development of relevant pedagogies for diversity in different international contexts. Relevant pedagogies identified in the international literature are then summarized. Next, examples from case study data on teachers in New Zealand schools are presented. These data highlight four key aspects of a promising pedagogy: knowing, doing, being, and belonging. Consideration of how these aspects influence the pedagogical objective of becoming suggests that, while generating relevant practices (doing) is more effective in combination with theoretical input (knowing), this is insufficient without concurrently engendering a sense of being with and belonging in diverse communities of learners. The final model for a promising pedagogy is therefore more than just a simple, linear process, but the components doing, knowing, being, and belonging are viewed as part of a dynamic, interactive, and cyclical model.

This paper has two purposes. First, it aims to explore how Australian universities used calculative rhetoric and practices through accounting numbers to persuade employees and legitimize their financial recovery plans to alleviate the financial hardship caused by the COVID-19 pandemic. Second, it aims to analyze how the accounting-based solutions were legitimized through a well-blended pathos, logos and ethos rhetoric.

Building on a rhetorical theory of diffusion, we employed a qualitative research design within all 37 Australian public universities involving Internet-based documentary analysis.

This study finds that in an urgent crisis like the fiscal crisis caused by COVID-19, universities again found rescue in accounting tools, in particular budgets, as a rhetorical device to justify their operational and strategic choices such as job-cuts, programs closures and staff pay-cuts. However, in this crisis, the same old accounting-based solutions were even more quickly to be accepted by being delivered in management’s colorful blending of pathos–logos–ethos rhetoric.

While this study is constrained to Australian public universities’ financial responses, its findings have implications for university decision-makers and higher education policymakers across the globe when it comes to university management using calculative devices in persuading employees to work their way through financial hardship caused by an extreme health crisis-like COVID-19 pandemic.

This study adds more evidence that the use of budgets as a calculative tool continues to play a key role in organizations in the construction, mobilization and preservation of certain strategic and operational choices during volatilities. Especially, the same way of creating calculative-based solutions can be communicated via the colorful blending of different rhetoric to make it acceptable.

Luxury brands seek to differentiate themselves from competitors by engaging in corporate social responsibility (CSR) practices. Although many luxury brands participate in CSR activities, it is unclear if luxury brands communicate these CSR activities to consumers. Therefore, this study aims to explore two questions: are luxury jewelry brands communicating CSR (including women’s empowerment) in their advertising? And how should luxury jewelry brands communicate CSR messages in their advertising?

This paper uses a content analysis of luxury jewelry print advertisements and in-depth interviews with 20 female jewelry consumers analyzed using grounded theory to construct the luxury brand CSR advertising strategies theory.

Very few (3%) of print advertisements contain CSR messages, including femvertising and the theory presents four paths for brands to consider when promoting CSR practices, namely, ethical sourcing, cause-related marketing product, a signal of product care and quality and signal of an authentic relationship with the consumer.

The model provides four potential CSR advertising strategies and guidelines luxury jewelry brands can use to create successful advertising campaigns.

Luxury jewelry advertising has not been empirically examined and the study fills gaps in the understanding of luxury brands’ communication strategies. It adds to the knowledge and theorizing of the use and appropriateness of CSR appeals in a luxury brand context.

Case (A) describes the situation at the Northlands Ledger, a newspaper on its way out of business due in large part to its publisher and editor's focus on what they do and want to keep doing rather than on what their customers (readers and advertisers) want. The value proposition to the reader is that “we deliver the paper reliably and give you the latest national and international news.” The value proposition to the advertisers is that “we print your ads accurately and runs them on time.” Both value propositions are outdated, and, even if they were what the customers wanted—which they are not—neither is executed well. The paper's key performance indicators—circulation, classified ads, and commercial advertising—are all in decline, despite the fact that the community it serves is growing. The senior management of the Paulus chain that owns this paper has forced the publisher, Allison, to retire and brought another publisher, Potter, in from one of its other papers, The Sun Belt City Star, where Potter was highly successful. However, he cannot simply transfer his success formula from the Star to the Ledger. Case (B) details his efforts and may be used as a classic example of good change management and leadership practices. Potter established a clear cut set of objectives, formulated a new strategy of responsiveness to readers and advertisers more in line with finding out why they hired the paper in the first place. To implement his new strategy he terminated senior managers and others who he did not feel could contribute to the new paper, and made significant changes in key dimensions of implementation: culture, structure, information and decision support systems, incentives and human resources. Throughout he used a mix of both authoritative and participative change management—a mix that may provoke an interesting class discussion.

Provide a realistic example of leading and managing change with successful transformation of a previously failing company while simultaneously illustrating key dimensions of implementation of strategy.

Case (A) describes the situation at the Northlands Ledger, a newspaper on its way out of business due in large part to its publisher and editor's focus on what they do and want to keep doing rather than on what their customers (readers and advertisers) want. The value proposition to the reader is that “we deliver the paper reliably and give you the latest national and international news.” The value proposition to the advertisers is that “we print your ads accurately and runs them on time.” Both value propositions are outdated, and, even if they were what the customers wanted—which they are not—neither is executed well. The paper's key performance indicators—circulation, classified ads, and commercial advertising—are all in decline, despite the fact that the community it serves is growing. The senior management of the Paulus chain that owns this paper has forced the publisher, Allison, to retire and brought another publisher, Potter, in from one of its other papers, The Sun Belt City Star, where Potter was highly successful. However, he cannot simply transfer his success formula from the Star to the Ledger. Case (B) details his efforts and may be used as a classic example of good change management and leadership practices. Potter established a clear cut set of objectives, formulated a new strategy of responsiveness to readers and advertisers more in line with finding out why they hired the paper in the first place. To implement his new strategy he terminated senior managers and others who he did not feel could contribute to the new paper, and made significant changes in key dimensions of implementation: culture, structure, information and decision support systems, incentives and human resources. Throughout he used a mix of both authoritative and participative change management—a mix that may provoke an interesting class discussion.

Provide a realistic example of leading and managing change with successful transformation of a previously failing company while simultaneously illustrating key dimensions of implementation of strategy.