Robert E. Ripley and Marie J. Ripley
Discusses the problem of managing and empoweringthose employees in the USA whose employment isprotected by special legislation – minority groups – whenthey do not work responsibly.
Abstract
Discusses the problem of managing and empowering those employees in the USA whose employment is protected by special legislation – minority groups – when they do not work responsibly.
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Robert E. Ripley and Marie J. Ripley
Quality empowering management is to the future of renewed worldwidecompetitiveness what quality control, participative managementprogrammes and zero defects were to quality…
Abstract
Quality empowering management is to the future of renewed worldwide competitiveness what quality control, participative management programmes and zero defects were to quality improvement. Empowerment holds that promoting employee involvement empowers workers to perform as whole, thinking human beings. Empowerment is the glue by which the elements of customer focus, quality process and products, continuous improvements, self‐managing teams, quality measurement, and utilization of the total workforce abilities are held together. Self‐managing teams are one of the major keys in the innovative organization to solving complex problems, increasing productivity, and heightening creativity. For most organizations and managers, quality empowering management is a new responsibility and a radical change in style of management and change in culture requiring new methods and systems.
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Robert E. Ripley and Marie J. Ripley
Empowerment is the key to business competition and success. Theobjective is that quality, continuous improvement and customersatisfaction become the responsibility of employees…
Abstract
Empowerment is the key to business competition and success. The objective is that quality, continuous improvement and customer satisfaction become the responsibility of employees. The hands of upper management are then left free to steer the organization in its desired direction; while middle management become coach‐consultants to the “self‐management work teams” who are at the bottom level of this new and innovative organization. Training from upper management down to the front‐line worker is vital in keeping the momentum of empowerment and quality going.
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Robert E. Ripley and Marie J. Ripley
Quality empowering management is to the future of renewed worldwidecompetitiveness what quality control, participative managementprogrammes and zero defects were to quality…
Abstract
Quality empowering management is to the future of renewed worldwide competitiveness what quality control, participative management programmes and zero defects were to quality improvement. Empowerment holds that promoting employee involvement empowers workers to perform as whole, thinking human beings. Empowerment is the glue by which the elements of customer focus, quality process and products, continuous improvements, self‐managing teams, quality measurement, and utilization of the total workforce abilities are held together. Self‐managing teams are one of the major keys in the innovative organization to solving complex problems, increasing productivity and heightening creativity. For most organizations and managers, quality empowering management is a new responsibility and a radical change in style of management and change in culture requiring new methods and systems.
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Presents an improved replicable systematic method for the selection orpromotion of employees through the developmental stages of a case study.The method provides systematic…
Abstract
Presents an improved replicable systematic method for the selection or promotion of employees through the developmental stages of a case study. The method provides systematic techniques for ensuring fairness and equality of opportunity for all candidates as related to particular job functions. The Criteria‐Related Employability Assessment Method (CREAM) has gone through continuous improvement over the past 20 years. The case study is of a new firefighter recruit selection process developed for the Phoenix Fire Department. Criteria were drawn from a group of the organization′s currently successful employees. Follow‐up research of those candidates selected for the first two firefighter recruit training classes showed that there was a significantly high correlation between the selected candidates and the criteria group of successful Phoenix firefighters. The playing field being levelled resulted in a significant increase in the number of minority group members and females that were selected to be on the hiring list. The method can be replicated and is applicable to other organizations in both the public and private sectors, such as fire departments, police departments, large corporations and government employee training programmes. Concludes that CREAM does remove or at least neutralize a great deal of the uses of personali ower, political manoeuvring, quotas and other special internal selection methods while meeting most if not all the external regulatory requirements, and assists in ensuring that the people selected know they were selected for who they are and not for just what they are.
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Martha Kakooza and Sean Robinson
As a workplace, Higher Education has long been spatially socialized as a heteronormative with counter spaces (LGBTQ resource centers) in which assumptions about an individual's…
Abstract
As a workplace, Higher Education has long been spatially socialized as a heteronormative with counter spaces (LGBTQ resource centers) in which assumptions about an individual's sexuality have been assumed as heterosexual or gay/lesbian pushing mononormativity. This study focused on the narratives of six bisexual faculty and staff to uncover how mononormativity is (re)produced in the workplace. We analyze the ways in which bisexual faculty and staff experience an unevenness of power in communicating their bi identity. We drew on Lefebvre's (1991) theory to understand how the social workplace is sexualized presenting our findings through an ethnodrama.
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If additional evidence were needed of the connection between food supply and the spread of infectious disease, it would be found in a report recently presented to the Finsbury…
Abstract
If additional evidence were needed of the connection between food supply and the spread of infectious disease, it would be found in a report recently presented to the Finsbury Borough Council by its Medical Officer of Health, Dr. GEORGE NEWMAN. It appears that in the early part of May a number of cases of scarlet fever were notified to Dr. NEWMAN, and upon inquiry being made it was ascertained that nearly the whole of these cases had partaken of milk from a particular dairy. A most pains‐taking investigation was at once instituted, and the source of the supply was traced to a farm in the Midlands, where two or three persons were found recovering from scarlet fever. The wholesale man in London, to whom the milk was consigned, at first denied that any of this particular supply had been sent to shops in the Finsbury district, but it was eventually discovered that one, or possibly two, churns had been delivered one morning, with the result that a number of persons contracted the disease. One of the most interesting points in Dr. NEWMAN'S report is that three of these cases, occurring in one family, received milk from a person who was not a customer of the wholesale dealer mentioned above. It transpired on the examination of this last retailer's servants that on the particular morning on which the infected churn of milk had been sent into Finsbury, one of them, running short, had borrowed a quart from another milkman, and had immediately delivered it at the house in which these three cases subsequently developed. The quantity he happened to borrow was a portion of the contents of the infected churn.
“OH, that socialist fellow” would have been the rejoinder of older members of the Bromley establishment up to 1950 to any mention of H. G. Wells. It was not held to be an honour…
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“OH, that socialist fellow” would have been the rejoinder of older members of the Bromley establishment up to 1950 to any mention of H. G. Wells. It was not held to be an honour for the town to have been the birthplace of H. G. Wells nor was it felt that he should be honoured by the town. No plaque marked the site of his birthplace and there was no greater stock of his books in the Bromley Library than in any other.
This survey covers 1977–78 and presents a brief overview of some of the publications that have had, and will continue to have, impact on biology. Excluded are: 1) applied areas…
Abstract
This survey covers 1977–78 and presents a brief overview of some of the publications that have had, and will continue to have, impact on biology. Excluded are: 1) applied areas such as agriculture, medicine, and veterinary medicine; and 2) botany. The botanical reference literature has been voluminous as usual during this period and deserves an individual review which will appear in a later issue of RSR.
This paper describes the personal history and intellectual development of Morris B. Holbrook (MBH), a participant in the field of marketing academics in general and consumer…
Abstract
Purpose
This paper describes the personal history and intellectual development of Morris B. Holbrook (MBH), a participant in the field of marketing academics in general and consumer research in particular.
Design/methodology/approach
The paper pursues an approach characterized by historical autoethnographic subjective personal introspection or HASPI.
Findings
The paper reports the personal history of MBH and – via HASPI – interprets various aspects of key participants and major themes that emerged over the course of his career.
Research limitations/implications
The main implication is that every scholar in the field of marketing pursues a different light, follows a unique path, plays by idiosyncratic rules, and deserves individual attention, consideration, and respect … like a cat that carries its own leash.
Originality/value
In the case of MBH, like (say) a jazz musician, whatever value he might have depends on his originality.