Mark McGreevy and Rachel Slade
The purpose of this paper is to take a look at the growth and development of Depaul International, the parent company of a group of charities that work to tackle homelessness…
Abstract
Purpose
The purpose of this paper is to take a look at the growth and development of Depaul International, the parent company of a group of charities that work to tackle homelessness around the world, as an international homelessness charity.
Design/methodology/approach
The paper looks at the approach of Depaul International and the key role that community networks and local start‐ups have to bear on the company's expansion into becoming a global organisation.
Findings
This paper shows how the ability to work within a broad network of governments and an international community with grass roots impact has been vital to Depaul International's expansion.
Originality/value
Homelessness is an issue that affects people across the world in a variety of ways and it means different things in different cultures. This paper demonstrates Depaul International's response to this issue: not to offer a top down response, but to help local people set up their own independent charities that are governed locally but have the guidance and expertise of the Depaul group, so that together a global response can be offered to homelessness.
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Changes in the environment in which organisations operate have a marked effect on how they behave, how they perform and even on their survival. Such changes force organisations to…
Abstract
Changes in the environment in which organisations operate have a marked effect on how they behave, how they perform and even on their survival. Such changes force organisations to adapt by reengineering, restructuring, changing the focus or location of their production or to downsize, each of which have led to a number of significant changes in the way that work is organised. Over time it has been possible to detect a number of trends and the impact they have both on the individuals affected by those changes and the organisations themselves. The effects of breaking the "psychological contract" are explored in terms of individual attitudes and behaviour as are the methods employed by organisations to take account of the organisational changes they are facing and the way they manage their workforces. This is the first of two articles by the author on the issue of organisational and individual adaptation; the second on organisational transitions will appear in a future issue.
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Examining the way that individuals adapt to job change is one of the central aims of this paper.
Abstract
Purpose
Examining the way that individuals adapt to job change is one of the central aims of this paper.
Design/methodology/approach
The factors and processes relating to job loss and outplacement among managers in the UK are examined and compared through identifying trends and cross‐sectional differences in managerial job losses among different industries, companies and individuals. This is undertaken by means of a questionnaire followed up by face‐to‐face interviews or telephone interviews using a semi‐structured questionnaire with analysis.
Findings
The evidence demonstrates that individuals generally are extremely conservative and tend to stick to what they know rather than take the risk of the unknown or untried. What is perhaps more significant, is that 47 per cent of those that obtained work in the same field were in the age group 40‐49 whereas only 31 per cent of the 50‐59 age group were employed in the same field.
Practical implications
More generally, the research underpinning this paper provides insights into the demographics of managerial job loss. It analyses the redundancy process over time; distinguishes between the transition from secure to insecure employment and from insecure to equally insecure employment and ascertains trends over a five‐year period; examines the extent to which managers lose the ability to plan and control their lives and attempts to link this to their individual predisposition and finally determines how managers are likely to respond or operate in a new employment environment.
Originality/value
The research makes use of totally new and original material drawn from the experience of people change careers with outplacement support from two of the leading outplacement companies in the UK.
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This is the second article dealing with the changing nature of work, the previous one having been published in Industrial and Commercial Training, Vol. 35 No. 5. This deals with…
Abstract
This is the second article dealing with the changing nature of work, the previous one having been published in Industrial and Commercial Training, Vol. 35 No. 5. This deals with the managerial responsibilities for managing an organisation through a change process to maintain current levels of performance and to move towards the desired future state through dealing with the people issues involved in the change programme. It covers the issues of coping with change and uncertainty, the role of managers at times of change, motivating teams through the change process, anticipating problems and planning ways of handling them.
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Ali Durham Greey and Helen Jefferson Lenskyj
Formidable social-cultural and legal challenges face trans athletes, particularly trans girls and women, at the global, national and local levels. Two underlying and mutually…
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Formidable social-cultural and legal challenges face trans athletes, particularly trans girls and women, at the global, national and local levels. Two underlying and mutually reinforcing themes are in evidence throughout these analyses: the principle of sport exceptionalism, and the power of the media to shape trans-related discourse.
The longstanding concept of ‘sport exceptionalism’ is routinely invoked to justify trans girls' and women's exclusion: that is, rules applying to other social contexts and workplaces must be suspended in relation to sport, so that women's ‘safety’ and ‘fairness’ may be guaranteed.
Mainstream and social media contribute to trans exclusionary attitudes, by spreading misinformation and promoting a moral panic over the spectre of trans women taking over girls' and women's sport. Detailed analyses of media treatment of trans athletes Laurel Hubbard and Lia Thomas demonstrate these trends. Moreover, media play a significant role when they are reporting on global, national and local developments in sport policies and practices, with media distortion of scientific findings exacerbating these problems.
An examination of conceptual and applied responses to these challenges provides the context for exploring the way forward: new ways of imagining sport that are inclusive and just.
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The key characteristics that eventually came to be considered to be Australian ‘heavy metal’ emerged between 1965 and 1973. These include distortion, power, intensity, extremity…
Abstract
The key characteristics that eventually came to be considered to be Australian ‘heavy metal’ emerged between 1965 and 1973. These include distortion, power, intensity, extremity, loudness and aggression. This exploration of the origins of heavy metal in Australia focusses on the key acts which provided its domestic musical foundations, and investigates how the music was informed by its early, alcohol-fuelled early audiences, sites of performance, media and record shops. Melbourne-based rock guitar hero Lobby Loyde’s classical music influence and technological innovations were important catalysts in the ‘heaviness’ that would typify Australian proto-metal in the 1960s. By the early 1970s, loud and heavy rock was firmly established as a driving force of the emerging pub rock scene. Extreme volume heavy rock was taken to the masses was Billy Thorpe & The Aztecs in the early 1970s whose triumphant headline performance at the 1972 Sunbury Pop Festival then established them as the most popular band in the nation. These underpinnings were consolidated by three bands: Sydney’s primal heavy prog-rockers Buffalo (Australia’s counterpart to Britain’s Black Sabbath), Loyde’s defiant Coloured Balls and the highly influential AC/DC, who successfully crystallised heavy Australian rock in a global context. This chapter explores how the archaeological foundations for Australian metal are the product of domestic conditions and sensibilities enmeshed in overlapping global trends. In doing so, it also considers how Australian metal is entrenched in localised musical contexts which are subject to the circulation of international flows of music and ideas.
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It is suggested that, to be successful, innovation teams should be small and consist of people with key expertise who want to participate and develop new solutions within their…
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It is suggested that, to be successful, innovation teams should be small and consist of people with key expertise who want to participate and develop new solutions within their organisations. When it comes to conducting innovation work, I suggest shared leadership may be a factor influencing success. In this chapter, a theoretical framework is presented on the shared leadership of innovation teams. The key to establishing shared leadership in innovation teams is to plan for it as the team is created, not after the team has already been formed, as this may result in various problems in the intended innovation project. The proposed framework details key aspects to consider; some of which are related to external factors such as management and resources, and some to internal factors such as the team’s size, competencies, and their ability to develop norms and ways of working together. The proposed framework is applicable for managers, innovation leaders, and team members, and contributes to previous research on shared leadership and innovation leadership. Further research on the proposed framework is suggested.