This article by Sid Platt and the following one by Christopher Cook were originally presented as papers at the 1985 Annual Conference of the Manpower Society which was held at the…
Abstract
This article by Sid Platt and the following one by Christopher Cook were originally presented as papers at the 1985 Annual Conference of the Manpower Society which was held at the University of Birmingham in September 1985. Further information on the Manpower Society, which was founded in 1970, and membership details, are available from Mr W. Hancock, Administrative Officer, South Stoke, 20 Abbotswood, Guildford, Surrey GU1 1UX.
Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products…
Abstract
Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.
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The Council of the Institution has announced that Mr K. H. Platt, C.B.E., C.Eng., F.I.Mech.E., will be retiring as Secretary of the Institution in the autumn of 1976, and that…
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The Council of the Institution has announced that Mr K. H. Platt, C.B.E., C.Eng., F.I.Mech.E., will be retiring as Secretary of the Institution in the autumn of 1976, and that they have appointed Mr Alex McKay, C.B., C.Eng., F.I. Mech.E., F.I.E.E., as Secretary.
The very headline of this presentation hints at least two things. First, what is meant is the history of American sociology, though it is some what awkward to say so outright…
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The very headline of this presentation hints at least two things. First, what is meant is the history of American sociology, though it is some what awkward to say so outright. Second, the history of American sociology is accomplished, in an impor tant sense, but one should not say that so out‐right, either. In philosophy, as Wittgenstein advised, whereof we can not speak, thereof we must be silent. A different rule reigns in sociology: whereof we can hint at, thereof we must prove. My first task, there fore, is to prove that no matter how embarrassing it may seem one canspeak of a his tory of American sociology after all. My second task is to prove that it has already been on a course of development specifically characteristic of it. And, finally, my last point will be that this specific course is brought to its desired end. Every thing in its own time. Talking about the history of American sociology is extremely risky. But it is the risk that it makes it worth trying. Part of the risk stems from the issue if there is a history of sociology at all, as well as from the issue if there is American sociology in the proper sense of the word. Apart from this, there is the consideration that it may be the American nature proper of that sociology that makes it the least likely to have its own history. First things first.
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Berlinda (Ching‐Hui) Peng and Brian H. Kleiner
Sets out the US law concerning age discrimination and looks at how recent court cases have ruled out the “ burden of proof” that the employee have to show before winning an age…
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Sets out the US law concerning age discrimination and looks at how recent court cases have ruled out the “ burden of proof” that the employee have to show before winning an age discrimination case. Summarizes the legal protection given by the Age Discrimination Employment Act against discrimination in recruitment, again quoting case law to show how this law is being applied.
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Antija Allen, Jason L. James and Anthony G. James
Discussion is a staple in an academic classroom and remains at the apex of importance regarding student learning. It offers students an opportunity to have discourse around course…
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Discussion is a staple in an academic classroom and remains at the apex of importance regarding student learning. It offers students an opportunity to have discourse around course material, other scholarly material, life experiences, etc. Discussion can lead to a deeper understanding of the subject matter and provide students and faculty exposure to perspectives that may challenge, validate, or reframe existing perspectives. Such discourse can also shatter existing perspectives and create opportunities for the development of new ones. The central role of faculty is to develop topics to be discussed and facilitate said discussions. Topics perceived as controversial (e.g., politics, human sexuality, religion, etc.) tend to produce the most lively and valuable discussions. Unfortunately, fears of retribution for engaging in such topics have commonly caused faculty to shy away from having such difficult dialogues. These fears persist even though the 1940 Statement of Principles on Academic Freedom and Tenure position is to allow professors the opportunity to discuss challenging topics in the classroom (AAUP, n.d.). The current chapter addresses the challenge of protecting faculty who need the support of academic freedom in their classroom discussions. The authors approach this problem by discussing factors that leave faculty hesitant to engage in provocative classroom discussions such as the institution’s culture, faculty characteristics, rights of the faculty, and student population. Finally, the authors conclude with practical implications for how faculty hesitancy has the consequence of not promoting the critical thinking skills of students, which are required for today’s students who will become and who are already working professionals.
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In resolution A/RES/74/4, the U.N. Nations General Assembly adopted the Decade of Action to accelerate the achievement of the SDGs by 2030. The Decade of Action calls to improve…
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In resolution A/RES/74/4, the U.N. Nations General Assembly adopted the Decade of Action to accelerate the achievement of the SDGs by 2030. The Decade of Action calls to improve actual efforts to accomplish the 2030 agenda for governments, civil society, the private sector, and other stakeholders. This call is the last opportunity we have to reach SDG9. Still, unfortunately, the COVID-19 pandemic has severely affected all industrial sectors, which is unlikely to achieve inclusive and sustainable industrialisation by 2030. This chapter illustrates the adverse effects that the construction, manufacturing, and hospitality industries have suffered since the beginning of the COVID-19 pandemic and how they gradually have returned to the new normal. It also shows the case of the industry that could be considered the ‘champion in the covid era’, the high-tech industry. Predominantly in covid times, high-tech firms have been a synonym for technological innovation, which is an absolute necessity to encourage competitiveness in all industrial sectors, mainly in essential activities. Finally, the chapter is closed with an invitation to reflect on the fundamental principle of SDG9, which is sustainable industrialisation, but above all, inclusivity. SDG9 cannot be considered achieved until its benefits are transferred to the countries in the global south.
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THE following list of contracts placed by the Department (luring April is extracted from the May issue of The Ministry of Labour Gazette:—
Premaratne Samaranayake and Tritos Laosirihongthong
The purpose of this paper is to develop a conceptual framework of integrated supply chain model that can be used to measure, evaluate and monitor operational performance under…
Abstract
Purpose
The purpose of this paper is to develop a conceptual framework of integrated supply chain model that can be used to measure, evaluate and monitor operational performance under dynamic and uncertain conditions.
Design/methodology/approach
The research methodology consists of two stages: configuration of a conceptual framework of integrated supply chain model linked with performance measures and illustration of the integrated supply chain model and delivery performance using a case of dairy industry. The integrated supply chain model is based on a unitary structuring technique and forms the basis for measuring and evaluating supply chain performance. Delivery performance with variation of demand (forecast and actual) is monitored using a fuzzy-based decision support system, based on three inputs: capacity utilization (influenced by production disruption), raw materials shortage and quality of dairy products.
Findings
Integration of supply chain components (materials, resources, operations, activities, suppliers, etc.) of key processes using unitary structuring approach enables information integration in real time for performance evaluation and monitoring in complex supply chain situations. In addition, real-time performance monitoring is recognized as being of great importance for supply chain management in responding to uncertainties inherent in the operational environment.
Research limitations/implications
Implementation of an integrated model requires maintenance of supply chain components with all necessary data and information in a system environment such as enterprise resource planning.
Practical implications
The integrated model provides decision-makers with an overall view of supply chain components and direct links that need to be maintained for supply chain performance evaluation and monitoring. Wider adaptation and diffusion of the proposed model require further validation of the model and feasibility of implementation, using real-time data and information on selected performance measures.
Originality/value
Integration of supply chain components across supply chain processes directly linked with performance measures is a novel approach for effective supply chain performance evaluation and monitoring in complex supply chains under dynamic and uncertain conditions.