Search results

Discusses the introduction of EPIC as an opportunity to use OCLC as more than a verification tool. Considers the methods and problems of searching through EPIC by subject. Concludes that keyword subject searching as it exists in EPIC is a complement to traditional subject heading searching, but is not by itself enough to search such a large and complex database.

The EPIC system continues to evolve since it was first released in January 1990. Initially EPIC offered improved access to OCLC's formidable bibliographic database. Pasadena Public Library's experiences with the system, as one of the six field test sites, were described in a “first look” article, in January 1990.1 Since then EPIC has added additional databases such as ERIC, ABI Inform, Dissertation Abstracts, Business Dateline, Pharmaceutical News Index, and the GPO Monthly Catalog, as well as opening a gateway to EasyNet. EPIC's growth puts it in the category of a potential competitor to such established systems as DIALOG, BRS, Wilsonline, and others.

Educational programmes that are concerned with the learning and teaching of enterprise education, such as enterprise focused degrees and/or modules, could be argued to be of particular interest to human resource development (HRD) research since they commonly have an overt focus on influencing and shaping the career choices of students. Furthermore, the perceptions of students about their own career choices are also of immense value, especially in a period of economic downturn and financial uncertainty. The main aim of this paper is to report problems encountered by the authors when attempting to evaluate the impact of enterprise modules in higher education, in the context of HRD research. The paper also aims to discuss the evaluation of learning by students studying enterprise modules.

The research strategy for this project consisted of a longitudinal approach, initially over the course of three years using a pre‐designed research instrument (known as the EHGI questionnaire) to evaluate the impact of enterprise modules on students' self‐efficacy adopting a pre‐ and post‐test application. A series of qualitative interviews were also planned to gain further depth to the students' learning. However, the paper reports on the struggles and problems of using such an instrument and not on the actual results from the students.

Following the planned use of this pre‐designed instrument the authors encountered many problems with student take‐up, participation and follow‐up. This posed many problems to the project, which were detrimental to the research findings, potentially because of the pre‐ and post‐test applications. In the exploration to understand the detriments to this research, the findings illustrate that there are contrasts with current literature in the components that make survey research successful and that attrition is a common problem in research conducted in higher education.

The paper proposes that the instrument is not suitable for use in traditional semesters in higher education. The instrument had been successfully applied in controlled group settings. However, there were a number of other potential factors that contributed to the detriments of the research.

Individuals should consider the use of this instrument in traditional higher education settings where controlled group settings cannot be guaranteed. Successful survey research in higher education settings requiring the participation of students requires structured planning and will only yield results following the full consideration of applicability of the EHGI questionnaire.

Individuals interested in evaluating enterprise education modules using the EHGI questionnaire will find value in this paper in relation to obstacles and problems that need to be considered and avoided before employing this instrument.

EVERY now and again, one of the solemn monthly or quarterly magazines, by way of enlivening its pages, inserts a terrific onslaught on municipal libraries, in which the judgment of heaven is called down upon the fiction reader, and the library authorities are condemned as a set of ignorant and inefficient office‐holders, who pander to a depraved public taste. The last assailant of this sort whom we had the pleasure of setting right was Mr. J. Churton Collins, who used the Nineteenth Century and After, as the medium for conveying his accusations. Now comes Mr. W. H. Harwood, who fills six‐and‐a‐half pages of the Westminster Review for February, 1906, with a quantum of twaddle about libraries, which differs from most recent articles of the same sort only in its dulness. In his use of this journalistic cliché, Mr. Harwood displays the customary ignorance of the Public Libraries Acts, by styling his paper “Free Libraries and Fiction,” and by his failure to prove even one of his statements by reference to a single concrete fact. Briefly, Mr. Harwood's position is this:—

The accounting, medical, and legal professions share characteristics common to peer-reviewed professions. These professions also share challenges to professionalism. All three have been criticized for declining professionalism and for choosing commercial success over serving the public interest. Although the medical and legal professions have taken steps to promote a higher level of professional conduct by their members, the accounting profession has not launched initiatives to promote professionalism.

We discuss the initiatives instigated by the legal and medical professions using the five elements of professionalism framework (Hamilton, 2008a). Specifically, the framework highlights the importance of growth in personal conscience, demands compliance with the ethics of duty, inspires realization of aspirational goals, requires accountability of peer professionals, and emphasizes devotion to serving the public good. We recommend that members of the accounting profession use the five elements of professionalism framework to define, demonstrate, and assess professionalism. We conclude that promoting professionalism is a means for restoring professional identity for individual accountants as well as a means for fulfilling the accounting profession's contract with society.

PROPERLY administrated, the reading room—displaying newspapers, magazines, and ready‐reference books—may, in spite of all that has been said to the contrary, become an important contributory factor in the educational work of our libraries. Let us examine the position closely. It is admitted, even by intemperate opponents, that the reading room is one of our most frequented departments. How, then, may the librarian make it of real educational value to the frequenters? This is a significant question, and, in the limited space available, we propose to indicate a few directions in which much might be done to enhance the utility of this department, and, within certain limits, to systematize its work on the lines of the policy governing the circulating departments. First of all, there is the important question of planning the room; and, although the size and arrangement must, to a large extent, depend upon the local requirements, a few general observations, applicable under almost all circumstances, may here be made. The room should be so designed as to facilitate supervision—glass partitions being more desirable than solid walls. Wherever practicable, the exit should be within view of the staff. For passages between tables, ample space should be allowed—six to eight feet being a reasonable width where movable chairs are used. The accompanying plan obviates the necessity for further comment, and will, perhaps, convey a clearer idea of what is required.

The aim of this paper is to seek to reveal the familial roots of modern management thought, largely overlooked by a vast majority of management historians.

Using a hermeneutic approach, the early uses of the word “management” are analyzed, as well as the different literature where it is the most frequently employed.

“Management” does not mean primarily “business management.” Rather, the first meanings of this word refer to the family realm. As such, the development of early management thought is not a matter of technical or scientific innovation, nor is it a matter of institutional size or profit. For a long time, management practices have concerned things more than people. In the twentieth century, the principle of control comes to supersede the principles of care and self‐government.

The paper's findings call for another history of management thought, as against the too narrow histories of modern business management and the too inclusive histories of management as an ancestral and universal practice.

This research sheds light on two forgotten roots of management thought: the principles of care and of self‐government, which management practitioners could bring up‐to‐date. By presenting the family as the first locus of true “management” thought, it is an invitation to draw from domestic ways of governing.

The historical material here analyzed remains largely unknown to management historians. The method, focusing on text analysis rather than on the study of practices, remains rare in the field of management history.