Search results

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Academia and industry are unlikely partners. The two kinds of organisations differ in fundamental ways that, at first glance, seem to preclude, or certainly hinder, co‐operation. However, the two organisations have increased their co‐operative efforts, especially in the area of training in the past decade. The increase in higher education/industry training partnerships is discussed and some important aspects of that relationship are highlighted.

Corporations within the past decade have found themselves trapped in the worst of all possible worlds. By the middle 1970's, even though profits still seemed strong, productivity growth was slowing to a crawl. By the late 1970's, the competitiveness of American manufacturers, as measured by their shares of world markets, was sagging. The Federal Reserve Board pushed up interest rates to fight inflation, and the dollar soared. American corporationsfound themselves having to cope with higher credit costs while being priced out of markets overseas and surrendering big chunks of their domestic markets to cheaper and better imports.

A striking feature of the U.S. economy is its constant change. One hundred years ago the country's biggest industry was agriculture; a few decades later, manufacturing engaged the largest number of people. However, by 1984, about 70 per cent of all workers were involved not in producing goods, but in delivering services. Technology advances are the catalyst behind these and other trends affecting todays businesses.

Quality of Working Life (QWL) programmes can pay off in the short term. The Johnson Chemical Company experience in the USA demonstrates that such interventions can immediately impact productivity by improving communication and co‐ordination, employee motivation and individual capabilities. They can indirectly influence productivity by means of the secondary effects of increased employee well‐being and satisfaction.

It meant also informing the men each day just what they had done the day before and just what they were to do that day. In order to do that, as each man came in the morning, he had to reach his hand up to a pigeonhole (most of them could not read or write, but they could all find their pigeonholes) and take out two slips of paper. One was a yellow slip and one was a white slip. If they found the yellow slip, those men who could read and write knew perfectly well what it meant; it was just the general information: “Yesterday you did not earn the money that a first‐class man ought to earn. We want you to earn at least 60 per cent beyond what other laborers are paid around Bethlehem. You failed to earn that much yesterday; there is something wrong” — Frederick W. Taylor.

Trainers in industry are increasingly concerned about marketing their programmes in times of decreasing budgets. The author devised a one day training workshop, using a marketing approach to develop, implement and evaluate the training programme. Attitudes and behaviours related to marketing were measured before and after the marketing training workshop to use in developing future programmes.

An effective model in teaching for competence in health care managers is presented. The model can also be used in health care education in general as a major strategy for facilitating the development of managerial competence within particular health care professions.

The importance of adapting training styles and methods to trainees′ learning styles is discussed. Such an approach should provide a basis for training strategies which can help trainers improve the performance of an organisation′s training programmes.

Several activities successfully used in trainer development programmes, designed to develop, set up, and use different excercises to enhance the “start‐up” phase of a training programme, are described. A key aspect of the activities discussed involves learning how to utilise one′s experiences and those of others effectively to build learning climates in training programmes.