The aim is to explore important perspectives and structures that can inform leadership in a therapeutic environment based on psychodynamic principles.
Abstract
Purpose
The aim is to explore important perspectives and structures that can inform leadership in a therapeutic environment based on psychodynamic principles.
Design/methodology/approach
The experiences of the author as Director of the Mulberry Bush (1991‐2001) are used as a focus for inquiry into the challenges and issues that emerge in relation to leadership.
Findings
It was found that certain key features of leadership when exercised – attending to beginning and endings, emotional containment and holding in mind, “holding the line” and tolerating uncertainty – more reliably ensure the continuity of a healthy therapeutic environment.
Practical implications
Leadership informed by a psychodynamic perspective and reflections can assist the leader, the team, the residents and the entire organisation to focus on not only creating but also sustaining a way of living and learning together that will produce learning, changing, growing and “going”.
Originality/value
The exploration of the subject of leadership in this context contributes to broadening and deepening understanding in the sector of the significance of leadership and how best to engage with its challenges in a way that more reliably ensures the continuity of going on being and growing that is needed at the heart of a therapeutic environment.
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The author believes that corporate practitioners and the leaders who rely on them stand to gain from supporting a training and certification program in strategic planning and…
Abstract
Purpose
The author believes that corporate practitioners and the leaders who rely on them stand to gain from supporting a training and certification program in strategic planning and strategic management. this paper aims to address this issue.
Design/methodology/approach
The author researches and lays out the necessary steps that need to be taken before strategic planning can become a recognized profession.
Findings
The steps leading to professional certification are: an accepted set of standards for strategic‐planning practitioners needs to be developed and a widely recognized practitioner‐credentialing program must be in place.
Research limitations/implications
The paper reports on the progress toward a goal of credentialing made by the Association for Strategic Planning.
Practical implications
The Association for Strategic Planning now offers two levels of certifications: the Strategic Planning Professional and the more advanced Strategic Management Professional plus a designation, the Strategic Planning Apprentice. In addition, the Association for Strategic Planning has approved an initial set of Registered Educational Providers that offer courses, seminars, and programs in strategic planning and strategic management.
Originality/value
Chief executive officers, trainers and planners will be interested in this report on the state of professional credentialing and training in the field of strategic management and planning.
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Raida Abu Bakar, Rosmawani Che Hashim, Sharmila Jayasingam, Safiah Omar and Norizah Mohd Mustamil
Richard Saundry, Carol Jones and Gemma Wibberley
The purpose of this paper is to explore the orientations of line managers in handling workplace conflict. In particular it examines the tension between the traditional preference…
Abstract
Purpose
The purpose of this paper is to explore the orientations of line managers in handling workplace conflict. In particular it examines the tension between the traditional preference of frontline managers for informal approaches and the perceived certainty of written disputes procedures.
Design/methodology/approach
The paper draws upon findings from 12 organisational case studies, focusing on interviews conducted with HR and managers.
Findings
As line managers undertake more responsibility for people management, their preferences for informal approaches to workplace issues appears to be being replaced by a more rigid adherence to policy and procedure. This is largely driven by a lack of confidence and expertise in conflict management and a fear of the repercussions (both legal and organisational) of mishandling difficult issues. Written procedure therefore provides managers with both a systematic guide but also a protective shield against criticism and litigation.
Research limitations/implications
It is not possible to generalise from a limited sample, therefore this suggested change requires further exploration to assess whether it has been evidenced in organisations more widely.
Practical implications
For practitioners this research highlights the critical requirement for organisations to develop key skills among line managers to enable them to respond effectively to problems at an early stage.
Social implications
For policy-makers, the barriers to line managers implementing informal resolution should be considered.
Originality/value
This paper enriches understanding of line managers’ current role in people management and the challenges they face in doing so informally.
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Connie Rae Bateman, Neil C. Herndon and John P. Fraedrich
This paper represents a discussion of transfer pricing (TP). Key factors are identified and propositions developed from tax accounting and other perspectives. Stages of the TP…
Abstract
This paper represents a discussion of transfer pricing (TP). Key factors are identified and propositions developed from tax accounting and other perspectives. Stages of the TP decision process are identified along with the critical factors directly affecting sales and a TP audit. Propositions are derived which show relationships among these variables and tax rates, competition, and TP methodologies. Finally, academic research implications are suggested.
The following are portions of a paper, bearing the title as above, which was read before the Royal Society of Arts on April 18th, 1945, by Sir Edward V. Appleton, LL.D., F.R.S.…
Abstract
The following are portions of a paper, bearing the title as above, which was read before the Royal Society of Arts on April 18th, 1945, by Sir Edward V. Appleton, LL.D., F.R.S., the Secretary of the Department; Sir Henry Dale, P.R.S., presiding.
WE have now to regard Indexing from quite another standpoint. Hitherto we have been assuming it to be undertaken from a co‐operative point of view, as in the case of Poole's Index…
Abstract
WE have now to regard Indexing from quite another standpoint. Hitherto we have been assuming it to be undertaken from a co‐operative point of view, as in the case of Poole's Index and also in that of the Review of Reviews. In special work, the greater the magnitude of the task, as in the instance of Science as a whole, and any large divisions of Science, the more likely is co‐operative effort to be required, but speaking generally special indexes are largely the result of individual effort. It is here that that discrepancy in execution, allusion to which has been made earlier, becomes so manifest. It is my principal object to show how these contradictory methods, the natural result of several minds working on no fixed or settled plan, may be avoided. No space, therefore, will be wasted on detailing these inconsistencies, for the reader's and student's interests will be better served by the more positive method of pointing out how to index on a fixed and settled system. As in the previous section practical illustrations will appear later on to demonstrate this.