John Stephen, Peter Jones and Sue Huntington
Provides a short report on short pre‐placement work‐based projects within a retail sandwich degree at the Manchester Metropolitan University. Outlines the objectives of the…
Abstract
Provides a short report on short pre‐placement work‐based projects within a retail sandwich degree at the Manchester Metropolitan University. Outlines the objectives of the projects and concludes that they play an important role in helping to strengthen practical retail skills and the students’ understanding of retail management issues.
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Peter Bayliss, Peter Hill, Kenneth Calman and John Hamilton
For the modernisation of the NHS and successful implementation of clinical governance there must be a new curriculum, with new educational goals for the education of clinicians…
Abstract
For the modernisation of the NHS and successful implementation of clinical governance there must be a new curriculum, with new educational goals for the education of clinicians, managers and consumers. Whilst many elements to that end have been introduced in recent years, a missing element is the study of the system of health care as a system, its properties and risks. The study of safety of and adverse outcomes from error in the “Quality of Australian health care”, highlighted not only preventable error in individual clinical decision and actions, but more importantly the hidden flaws, the latent errors within the system of health care that can lead to such errors. The study of system error in health care is greatly enhanced by the experience of comparable studies of safety in industry. These issues are explored in postgraduate vocational education and training. Perhaps they should be core curriculum for all undergraduate health profession and management education.
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Howard Thomas, Michelle Lee, Lynne Thomas and Alexander Wilson
David Sharp, Peter Dean and Luke Hockley
The British Film Institute was founded in 1933 and is based at various sites in central London, the South Bank of the Thames (at the National Film Theatre and the Museum of the…
Abstract
The British Film Institute was founded in 1933 and is based at various sites in central London, the South Bank of the Thames (at the National Film Theatre and the Museum of the Moving Image) and at Berkhamsted, Hertfordshire. The library, in central London, comprises the largest collection in the world of information about film and television. The 33.5 full time staff in the library and information service serve the 476 employees of the BFI as well as members of the public. The BFI library also acts as a national and international resource. It contains about 35,000 books, 15,000 unpublished scripts, 350 current serials (from 45 countries), newspaper cuttings, donated papers, souvenir programmes, press books and so on. A database (known as SIFT — sumMary of information on film and television) has been developed inhouse and a CD‐ROM, Film Index International, based on this is available from Chadwyck‐Healey.
Reports on the activities of Groundwork, a UK network of locally based trusts launched in 1981. States the organization’s strategies as contributing to sustainable improvements…
Abstract
Reports on the activities of Groundwork, a UK network of locally based trusts launched in 1981. States the organization’s strategies as contributing to sustainable improvements, through business partnership, to the local environment (by improving damaged or underused land) to social regeneration (through education and community involvement) and to economic regeneration (by improving the efficiency of local economies and businesses). Provides background details on the structure of the organization, how it implements its objectives, and how it measures its progress. Claims success through increased growth in the number of business partnerships, in both the private and public sector, and through moving from a peripheral, innovative, and experimental approach to occupying centre stage in environmental activity.
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Peter Jones, David Hillier and David Turner
Within the UK the past three decades have witnessed dramatic and continuing changes in the geography of retail provision. During this period the traditional supremacy of town and…
Abstract
Within the UK the past three decades have witnessed dramatic and continuing changes in the geography of retail provision. During this period the traditional supremacy of town and city centres at the top of the retail hierarchy has been increasingly successfully challenged by the development and diversification of out‐of‐town and edge of town shopping facilities. This ‘out of town exodus’ (Schiller, 1987) can be traced from the food superstores opened by grocery retailers from the late 1960's onwards through the development of retail warehouses, retail parks and regional shopping centres (Guy, 1994) to a more recent ‘fourth wave’ (Fernie, 1995) which include warehouse clubs, factory outlet centres and airport retailing. The cumulative effects of these developments are seen to pose a major challenge to retail businesses in town and city centres and perhaps more fundamentally to the centres themselves. The traditional spirit of the UK's town and country planning policies, first established some fifty years ago, was to positively support retail activity in town and city centres and to restrict out of town retail development (Guy, 1994). However, from the early 1980's onwards, such policies had only a limited effect in stemming the tide of retail decentralisation and they often seemed to be honoured more in the breach than in the observance.
Facilities management tends to be technically orientated and reactive. However, the information revolution is having massive impacts in terms of where, when and how people work…
Abstract
Facilities management tends to be technically orientated and reactive. However, the information revolution is having massive impacts in terms of where, when and how people work. As a consequence “facilities” are being propelled to centre stage as a strategic issue, even if they were not perceived as such before. To grasp this opportunity facilities managers need to engage in a balanced, coherent set of operational and strategic interactions and this paper sets out a generic model that identifies these. In addition, to address the strategic issues strong relationships with key players need to be progressively established so that tacit knowledge can flow creatively. This has profound implications for the required mindset, knowledge and skills of facilities managers.
Peter Jones, John Pratten and Clare Brindley
Identifies discreet activities in marketing – defined as a service in which customers keep their interests and participation secret or hidden; such as Manchester’s gay village…
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Identifies discreet activities in marketing – defined as a service in which customers keep their interests and participation secret or hidden; such as Manchester’s gay village, betting shops, telephone chat lines, massage parlours, dating agencies and blood sports (to name a few). Cites some of the problems market researchers may encounter in gaining access to any of these establishments and suggests the best method of obtaining access is to develop an open relationship of trust with the staff and customers of the discreet service organization. Provides an example with the case of Sh!, a female only sex shop in London. Proposes alternative means of gaining access to the above‐named establishments – posing as a customer or undertaking some professional work (such as accountancy) for the organization. Raises ethical questions about such a covert approach.