Mike C. Lamb and Mike A.A. Cox
This paper will outline the current changes being imposed on the National Health Service. The literature on change management will be employed to propose some guidelines for…
Abstract
This paper will outline the current changes being imposed on the National Health Service. The literature on change management will be employed to propose some guidelines for health service managers. The National Health Service (NHS) spent much of the 1980s and 1990s learning about the transition from administration to management and must now make the transition from management to leadership. The emphasis is now focused less on doing and more on being.
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This paper is based on research being undertaken by the Centre for Strategic Procurement Management (funded by BAA) considering best practice in construction procurement. The…
Abstract
This paper is based on research being undertaken by the Centre for Strategic Procurement Management (funded by BAA) considering best practice in construction procurement. The primary aim of the study is to establish how supply chains in construction may be managed more efficiently and effectively. This involves the amalgamation of conventional views on industry problems and initiatives for improvement, the theoretical and empirical consideration of supply chain optimisation, the identification of ‘best practices’ in the procurement process, and the development of suitable change management strategies to allow organizations to move towards better practice. This paper discusses the limitations behind the current thinking for reforming the UK construction industry, and how Latham's ‘team’ approach will not succeed where clients adopt a ‘traditional’ approach to procuring their construction needs. There is a need to differentiate between ‘process’ and ‘commodity’ spend in construction. It is argued that the benefits of a collaborative approach can only be realized by those clients managing ‘fit‐for‐purpose’ supply relationships to satisfy their regular process requirements. An approach known as relational competence analysis is suggested as a methodology for helping clients to determine what is ‘fit for their purpose.
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The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and…
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The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.
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This study examines the impact of a leadership education retreat through the eyes of six undergraduate college men who participated in The Institute for Men of Principle at a…
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This study examines the impact of a leadership education retreat through the eyes of six undergraduate college men who participated in The Institute for Men of Principle at a midwestern college. What influences shape their definition and experience of leadership? Entry and exit interviews were conducted along with field notes from observations during the five-day curriculum. The study finds that early socialization experiences are paramount. In addition, participants uniformly struggle with acquiring and keeping the role of leader. Being a leader also plays a crucial role in the self-esteem of the participants. Analysis of the curriculum reveals that the application of leadership theory during hands-on activities was effective in shaping their views Framing leadership as a team endeavor and the need for personal congruence as a leader were the strongest consistent changes in participants' perceptions. The case is made for qualitative and longitudinal investigation for assessing leadership education programs.
Mike Baker, Personnel Manager of the Evening Gazette in Middlesbrough, first learned of QED Industrial Motivation when he read one of their advertisments in the Financial Times. A…
Abstract
Mike Baker, Personnel Manager of the Evening Gazette in Middlesbrough, first learned of QED Industrial Motivation when he read one of their advertisments in the Financial Times. A couple of points caught his eye—the guarantee of substantial savings on existing costs and the invitation to a champagne breakfast. Being a typically cautious Yorkshireman, he thought carefully for several seconds before picking up the phone.