The paper by Miss Exley on ‘Replanning Libraries’, given at our Annual Conference this year, was intended to be on the theoretical side of the subject, while this symposium is…
Abstract
The paper by Miss Exley on ‘Replanning Libraries’, given at our Annual Conference this year, was intended to be on the theoretical side of the subject, while this symposium is intended to tackle the same subject on the more practical side.
The papers in this issue were given at the 25th Annual Conference, held at Bristol University from 22nd to 25th September, 1950. Some 230 delegates from the British Isles, the…
Abstract
The papers in this issue were given at the 25th Annual Conference, held at Bristol University from 22nd to 25th September, 1950. Some 230 delegates from the British Isles, the Commonwealth and Europe were welcomed to dinner on Friday evening by Sir Philip Morris, C.B.E., M.A., Vice‐Chancellor of the University, and Lady Morris. No papers were given on Friday evening, Mr. J. E. Wright arranging an informal dance after dinner.
Though special libraries are now accepted as an integral part of most commercial and industrial‐concerns, most societies and institutions, they are rarely housed in premises…
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Though special libraries are now accepted as an integral part of most commercial and industrial‐concerns, most societies and institutions, they are rarely housed in premises suited to their needs. Few special librarians have the opportunity of planning a new library, but more frequently are they faced with the problem of adapting premises which at the outset are totally unsuited to library purposes. Special librarians should be very critical of premises which are offered to them. Anxiety to get a few extra square feet of room should not sway the librarian to accept a room where the windows are badly placed, the radiators taking up wall space needed for shelving, buttresses breaking up the wall surface, uneven floors, inadequate ventilation, etc. The practice of housing the library in the Board Room or Conference Room is fortunately passing, but should be resisted very firmly as impracticable.
OUR readers begin this month a year which we hope has many library possibilities. The growing recognition of libraries and of the calling of the librarian gives one reason to…
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OUR readers begin this month a year which we hope has many library possibilities. The growing recognition of libraries and of the calling of the librarian gives one reason to believe that progress will continue, gradually it is true, but surely, towards a fairer and more generous library policy than has been possible in the past. Vestiges of worn ideas Still remain, as when we hear that a library has mutilated its newspapers deliberately in the belief that this would in some way suppress the betting habit. There are libraries, too, in some towns, even in some universities—incredible as that may seem to those who do not know them—where librarianship is so bad that its natural recognition is pity or contempt. And it is curiously the nature of things that people who know bad libraries accept them as bad and do not attempt righteous criticism. But such ideas and such libraries grow fewer every year. We begin 1930 with new and high hopes.
Michael Poole and Glenville Jenkins
Proposes to assess the extent to which line management has responsibility for human resource management (HRM) practices in the enterprise. First, addresses a number of theoretical…
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Proposes to assess the extent to which line management has responsibility for human resource management (HRM) practices in the enterprise. First, addresses a number of theoretical positions that include “traditional”, “cyclical” and “secular” approaches and that emphasizing “diversity”. Then deploys survey data based on the responses of more than 900 managers in the Institute of Management and located throughout the UK to assess these approaches. Investigates four main areas: employee involvement, training and development, rewards and work practices. Reveals that with the partial exception of rewards, line management is found to be dominant in most areas. However, this pattern is likely to have been historically the case rather than representing a “new wave” or movement associated with the rise of HRM itself.
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Ghulam R. Nabi and David Bagley
A sample of 1996 undergraduate students from the University of Central Lancashire were surveyed soon after graduation. Responses were obtained from 143 graduates of the University…
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A sample of 1996 undergraduate students from the University of Central Lancashire were surveyed soon after graduation. Responses were obtained from 143 graduates of the University from an initial census of 315 (45 per cent) drawn from six departments. Although the initial purpose of the survey was to assess the usefulness of survey methodology as a means of assessing graduates’ skills development, the research also addressed a number of key questions relating to the importance and quality of graduates’ generic transferable skills and competencies. Basic findings in terms of skills development are threefold: (a) graduates tend to rate the importance of particular skills more highly than their own ability in those skills, (b) graduates tend to rate their level of ability lowest in IT skills and highest in their ability to work without supervision, and (c) that there are possible differences between the views of males and females. The research has implications for undergraduates, employers and careers advisers. Furthermore, academic departments facing teaching quality assessment might find that this approach offers useful evidence for their self assessment.
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Purpose – As corporations and capital markets become more global, it is increasingly important to understand the differences in corporate governance practices.Approach – This…
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Purpose – As corporations and capital markets become more global, it is increasingly important to understand the differences in corporate governance practices.
Approach – This chapter provides a framework for the implementation of corporate governance that can be used globally for study and adaptation. It also describes three corporate governance systems (Anglo-American, Communitarian, and Emerging Markets) and provides an analysis and comparison of how the framework for corporate governance is applied differently, and how success should be evaluated differently, in these three systems. Lastly, it considers the possibility of convergence toward a global system of corporate governance.
Practical implications – There is significant heterogeneity in corporate governance worldwide but there are universal aspects, such as roles, responsibilities, inputs, and processes, which result in effective corporate governance. Understanding the similarities and differences enables researchers and managers to work with multiple systems in different countries where corporations and stakeholders have varying objectives, structures, and internal and external determinants.
Value of chapter – This chapter presents a comparison of the three systems that is critical for further study of global practices. Additionally, the internal and external determinants that impact the varying corporate governance systems are analyzed to more carefully consider the performance measures that account for differences in objectives, motivations, and performance.
FROM 5th to 8th October, 1951, Aslib was fortunate in holding its Annual Conference again at Ashorne Hill, near Leamington Spa, and our thanks are due for the third time to…
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FROM 5th to 8th October, 1951, Aslib was fortunate in holding its Annual Conference again at Ashorne Hill, near Leamington Spa, and our thanks are due for the third time to Colonel and Mrs. J. H. Alexander and their staff for the excellence of the catering and domestic arrangements. The weather also co‐operated and sunshine displayed all the autumn beauties of the garden and countryside.
Although in most organisations the personnel function is now an accepted part of the management team, that acceptance may have been achieved at a substantial cost. It will be…
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Although in most organisations the personnel function is now an accepted part of the management team, that acceptance may have been achieved at a substantial cost. It will be argued here that in moving towards an unequivocally managerial position, much of the distinctive contribution of the personnel function has been lost. This move can be interpreted as a natural and realistic appreciation of the position of personnel practitioners. Yet, at the same time, it may have undermined the value and potential contribution that personnel specialists have to offer organisations.