Peter Bullimore and Jerome Carson
This paper seeks to offer a profile of Peter Bullimore, one of the most dynamic lived experience speakers and trainers in the mental health world.
Abstract
Purpose
This paper seeks to offer a profile of Peter Bullimore, one of the most dynamic lived experience speakers and trainers in the mental health world.
Design/methodology/approach
A profile of Peter is built up through an in‐depth interview by psychologist Jerome Carson. Areas covered include: his experience of hearing voices; his work in Australia and New Zealand; stigma; recovery; inspiring individuals in mental health; his personal illness and medication; the media; and changes and challenges.
Findings
Peter tells us that hearing voices are signs of a problem not an illness, and are often linked to trauma. He feels British work on recovery is in advance of that in Australia and New Zealand. He sees a day when it will no longer be necessary to use the term schizophrenia. Instead of recovery people should be thinking of discovery.
Originality/value
For too long the only voices that have been heard in the mental health field have been the professional voices. Peter's is one of many new inspirational voices to have emerged from the developing service user movement.
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Peter Bramley and Heather Hullah
The article by Buckley and Caple which described the concept of the Training Audit seemed to us to be both interesting and stimulating. So much so that we used it as a discussion…
Abstract
The article by Buckley and Caple which described the concept of the Training Audit seemed to us to be both interesting and stimulating. So much so that we used it as a discussion paper on two workshops designed to help training managers to evaluate training. When we were preparing for the workshops, we felt some unease with the scope of the article, and this was confirmed in the workshops themselves.
Peter Bramley and Barry Kitson
Advocates evaluation based on a framework first published in 1959 byD.L. Kirkpatrick. Argues that, while most training events are evaluatedat the reaction level, and some at the…
Abstract
Advocates evaluation based on a framework first published in 1959 by D.L. Kirkpatrick. Argues that, while most training events are evaluated at the reaction level, and some at the learning level, very few are evaluated at the levels of behaviour and results, and therefore fundamental changes are required in existing assumptions about the purpose and design of training. Discusses ways in which behavioural and business‐based evaluation criteria can be established.
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Published studies which evaluate the contribution of management development activities to business effectiveness are rare. In this paper it is argued that one of the reasons for…
Abstract
Published studies which evaluate the contribution of management development activities to business effectiveness are rare. In this paper it is argued that one of the reasons for this is that the model which is being used, based on changing effectiveness in the work place, is proposed and case studies are described which illustrate how this model can facilitate evaluation. The “Business Excellence” framework proposed by the European Foundation for Quality Management, is used as a framework for setting objectives for increases in effectiveness and thus for criteria against which to evaluate the contribution of the management development activities.
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The topic discussed in this monograph is how to make training moreeffective by fitting it more closely into the organisational context.Models of training are examined to consider…
Abstract
The topic discussed in this monograph is how to make training more effective by fitting it more closely into the organisational context. Models of training are examined to consider the difference between training an individual and changing the way in which the individual performs in the work context. In order to highlight the ways in which individual and organisational needs can be integrated, the identification of training needs is discussed. To emphasise the essentially cyclical nature of learning, the learning experience is broken down into a sequence of events. Most of these attempts to define effective training imply that it is often an attempt to change the way the organisation functions. In the final section therefore, the problems of using the training department as an agent for change are discussed.
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Presents a three‐level model to enable the design and conduct of an audit of training and development developed from the authors’ consultancy experience working with training and…
Abstract
Presents a three‐level model to enable the design and conduct of an audit of training and development developed from the authors’ consultancy experience working with training and development managers and specialists from diverse medium and large organizations. Describes three levels ‐ event/programme, function and organization levels. Considerably extends the framework first described by one of the authors in an earlier article. This extended model permits the benchmarking of training and development against established best practice. Use of the model enables the identification of where an organization’s training and development can be considered successful and where challenges and opportunities for improvement exist.
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Many articles have been written in recent years on trainers' roles. However, much of what has been written was often prescriptive. Besides, the suggestion has often been made that…
Abstract
Many articles have been written in recent years on trainers' roles. However, much of what has been written was often prescriptive. Besides, the suggestion has often been made that trainers need to operate as change agents within their organisations. Yet, only in very few instances had there been serious attempts to look closely into the prescription of a change agent role and the varying realities which confront trainers within their organisations. Even then such studies have been limited to the developed countries of Western Europe and America.
There is a growing interest among writers, academics and professionals in Europe and America about the integration of training with organisational development (OD). As will be…
Abstract
There is a growing interest among writers, academics and professionals in Europe and America about the integration of training with organisational development (OD). As will be seen later, the basis for this is the need to develop training as an integral part of organisational life, so that its contribution to organisational performance can be enhanced. Training is being seen more as an OD tool than the traditional role of providing courses for improvement in individuals' job performance.
Justin C. Strickland, Michele Staton, Carl G. Leukefeld, Carrie B. Oser and J. Matthew Webster
The purpose of this paper is to examine the drug use and criminal justice factors related to hepatitis C virus (HCV) antibody reactivity among rural women in the USA recruited…
Abstract
Purpose
The purpose of this paper is to examine the drug use and criminal justice factors related to hepatitis C virus (HCV) antibody reactivity among rural women in the USA recruited from local jails.
Design/methodology/approach
Analyses included 277 women with a history of injection drug use from three rural jails in Kentucky. Participants completed health and drug use questionnaires and received antibody testing for HCV.
Findings
The majority of women tested reactive to the HCV antibody (69 percent). Reactivity was associated with risk factors, such as unsterile needle use. Criminal justice variables, including an increased likelihood of prison incarceration, an earlier age of first arrest, and a longer incarceration history, were associated with HCV reactive tests. Participants also endorsed several barriers to seeking healthcare before entering jail that were more prevalent in women testing HCV reactive regardless of HCV status awareness before entering jail.
Originality/value
Injection and high-risk sharing practices as well as criminal justice factors were significantly associated with HCV reactivity. Future research and practice could focus on opportunities for linkages to HCV treatment during incarceration as well as during community re-entry to help overcome real or perceived treatment barriers. The current study highlights the importance of the criminal justice system as a non-traditional, real-world setting to examine drug use and related health consequences such as HCV by describing the association of high-risk drug use and criminal justice consequences with HCV among rural women recruited from local jails.
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M.L. Emiliani and P.J. Seymour
The purpose of this paper is to introduce management historians to the long‐forgotten work of Frank George Woollard (1883‐1957), who in the mid‐1920s established flow production…
Abstract
Purpose
The purpose of this paper is to introduce management historians to the long‐forgotten work of Frank George Woollard (1883‐1957), who in the mid‐1920s established flow production in the British motor industry, and its remarkable similarity to current‐day production principles and practices used by Toyota Motor Corporation, also known as lean production.
Design/methodology/approach
Overview of Frank Woollard's life and work obtained from newly discovered journal papers, his 1954 book, Principles of Mass and Flow Production, newly discovered archives, and new first‐hand testimony from a close friend and from a long‐time family friend.
Findings
Frank Woollard was a pioneer in the establishment of flow production in the British motor industry in the mid‐1920s and the principal developer of automatic transfer machinery. His accomplishments are comparable to Taiichi Ohno, regarded as the architect of Toyota's production system.
Research limitations/implications
Woollard's accomplishments in flow production are a fruitful area for future research given the speed and completeness with which flow production was established at Morris Motors Ltd, Engines Branch. Newly discovered papers describing his flow production system have yet to be studied in detail by academics.
Practical implications
Woollard's application of flow production beginning in 1923 means that timelines for discoveries and attributions of key accomplishments in lean management must be reexamined and revised.
Originality/value
Woollard's work fills important gaps in the literature on the history of flow production generally and in the British motor industry in particular. His work constitutes an early application of current‐day lean principles and practices, and is therefore noteworthy and relevant to management historians and the operations and production management community. It is hoped that this paper will inspire management historians to study Woollard's work and place him in the context of other early twentieth‐century pioneers in industrial management and flow production.