The purpose of this paper is to examine the role of recruitment and selection activities as key elements in organizational entry. In reality, though closely connected, they often…
Abstract
The purpose of this paper is to examine the role of recruitment and selection activities as key elements in organizational entry. In reality, though closely connected, they often operate as separate activities with differing degrees of prestige and status attached to them. In this context Caplow's distinction between prestige and status is relevant, in the sense that it attempts to make clear the boundary between that which is fixed and verifiable (status) and that which is inherently subjective (prestige). Thus, ‘status is a measure of the influence explicitly assigned to a given position in a given organization. Prestige is a composite of opinion about the relative value of an individual or a group or a symbol in a given context.. For our purposes, perhaps more important than the distinctions between status and prestige are, firstly, the relationship between them and, secondly, the fact that the terms are equally relevant to the functional areas within organizations, which we shall term ‘sets of activities assigned formal status’. Status differences are, therefore, closely related to the hierarchical differences between positions and functions within organizations, and the extent to which such differences can be maintained will relate to the stability of organizations.
Manpower planning is defined in terms of the elements of prediction and control, and certain key aspects of these dimensions are identified. It is suggested that there is scope…
Abstract
Manpower planning is defined in terms of the elements of prediction and control, and certain key aspects of these dimensions are identified. It is suggested that there is scope for integrating what are essentially quantitative and qualitative approaches to manpower planning. At organisational level, manpower planning activities have certain constraints and these must be considered. The question of personnel movement in relation to the organisation is discussed as a manifestation of organisational behaviour, and certain dimensions of organisational control are considered. It is argued that a consideration of the theoretical and practical contributions of behavioural scientists are essential for manpower planning.
Incremental budgeting can be used to project changes in the operations of a firm over a specific period of time. The main use of this approach has been to analyze alternatives in…
Abstract
Incremental budgeting can be used to project changes in the operations of a firm over a specific period of time. The main use of this approach has been to analyze alternatives in the decision‐making process. However, it can be valuable in long‐range‐planning. The advantage of the incremental approach is that it uses a step‐by‐step process, rather than developing one figure for the total change. This technique is easily combined with more traditional budgeting techniques. An incremental decision model can be developed in conjunction with the existing information system to provide such information as rate of return, cash flows, expenses, and revenues, on an incremental basis. The model can be used to simulate any anticipated changes for detailed analysis.
ALL THE FIGURES go to prove that the recession is behind us. There is no question but that business is once again on the up and up. Order books, for the first time in ages, are…
Abstract
ALL THE FIGURES go to prove that the recession is behind us. There is no question but that business is once again on the up and up. Order books, for the first time in ages, are full and, what is quite as important, all the indications are that delivery dates will be met in the future — as they should always have been.
Viviane M.J. Robinson, Stuart McNaughton and Helen Timperley
The purpose of this paper is to evaluate two recent examples of the New Zealand Ministry of Education's approach to reducing the persistent disparities in achievement between…
Abstract
Purpose
The purpose of this paper is to evaluate two recent examples of the New Zealand Ministry of Education's approach to reducing the persistent disparities in achievement between students of different social and ethnic groups. The first example is cluster‐based school improvement, and the second is the development of national standards for literacy and numeracy across the primary sector.
Design/methodology/approach
The evaluative framework used was derived from recent international analyses of the characteristics of school systems, which are either high performers or successful reformers on recent international surveys. Policy documents and evaluation reports provided the evidence on which the evaluation of the two New Zealand (NZ) examples is based.
Findings
The six criteria associated with high system performance and/or reform success were: system‐wide commitment to educational improvement; ambitious universal standards; developing capacity at the point of delivery; professional forms of accountability; strategic resourcing; and institutionalizing the improvement of practice. The present analysis of the NZ reform examples suggests that while there is a broad commitment to more equitable outcomes, a new resolve to introduce and report against national standards, and a high level of espousal of professional accountability, there are significant contradictions between school self‐management and the work that needs to be done to reduce achievement disparities.
Originality/value
This paper's evaluation of these two examples raises important policy questions about the assumptions that are made in the NZ self‐managing system about teacher and leader capability and about where responsibility for school improvement lies.
Details
Keywords
Mei Kuin Lai, Stuart McNaughton, Rebecca Jesson and Aaron Wilson
Stuart McNaughton, Mei Lai, Rebecca Jesson and Aaron Wilson
Mei Kuin Lai, Stuart McNaughton, Rebecca Jesson and Aaron Wilson
Mei Kuin Lai, Stuart McNaughton, Rebecca Jesson and Aaron Wilson