Search results

This article describes some of the work of the European Community funded project — Communication and Access to Information for People with Special Needs in the (CAPS) Programme Technology Initiative for Disabled and Elderly (TIDE). CAPS is developing ways of increasing access to information for a significant group of handicapped and elderly persons who have difficulty in accessing the printed word. The print disabled group includes the blind, the deaf blind, the visually impaired, the dyslexic and those with motor impairments which make it difficult to control paper documents.

Accounting and Finance (Performance Management and Management Control System).

Postgraduate Students in Business and Management.

This is a case of SmartBay System Integrator (SSI), an IT infrastructure system integrator based in Malaysia, a company that was facing declining profit margins. SSI was reputed to be a well-established locally owned system integrators in the northern region of the country, and the services it provided included building IT systems with high-end servers, networking solutions and software applications. Apart from the urgent need to improve sales, SSI intended to reduce the number of one-off customers and resolve the issue of increasing customer complaints. The complaints given to the company by customers revolved around the sluggish response to customers' requests, including delays in quotations and proposals, constant rescheduling of meeting with customers as well as unfavorable perceptions regarding the competency of SSI engineers. This case requires the analysis of the structure and control systems adopted by SSI to determine whether they are appropriate for the nature of the business and have suitable systems in place to resolve the issue of customer complaints.

This case can be used to teach the use of control systems in managing human resource issues in the context of highly specialised technical professionals in small service firms. In addition, the case also illustrates the need to match an appropriate control system to a specific type of organisational structure. In addition, the case can be relied upon to teach the differences between the various types of organisational structures and the different forms of control systems.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Forensic mental health programs (FMHPs) in Ontario, Canada provide rehabilitation and supervision services. However, models available to guide their delivery are primarily adapted from fields outside of forensic mental health. To partially fill this gap, this paper aims to provide a general review of the process a multi-professional team took to develop the Integrated Forensic Program [IFP]-Ottawa Model of Risk Management & Recovery.

Working groups were initiated to identify the needs of patients in their local setting, conduct a literature review on care delivery models in forensic mental health and build a service delivery model specific to forensic mental health.

The resulting model places patient engagement at its centre and encompasses eight domains of need that contribute towards the patient’s recovery and the management of the safety risk they pose to the public, namely, the basic needs, diversity and spirituality, social, occupational, psychological, substance use, physical health and mental health domains.

The IFP-Ottawa Model of Risk Management & Recovery provides a framework to which therapeutic group services for persons in FMHPs can be aligned.

The leadership teams in FMHPs could use this framework and the method used for its development to ensure group services provided at their FMHPs are evidence-informed and coincide with their patients’ specific needs.

Wesley Snipes has had an extensive career on the big screen starting out as part of the New Black Cinema movement in the 1990s working with Spike Lee and Mario Van Peebles. His roles have been incredibly varied covering drama, comedy, action, thriller, horror and Science Fiction: he has played everything from jazz saxophonist to paraplegic and drag queen to vampire, as well as recently appearing as character actor D'Urville Martin in Eddie Murphy's critically acclaimed Dolemite Is My Name. However, despite his versatility as an actor and his popularity in action films such as Demolition Man and the Blade Trilogy, Snipes has been, surprisingly, the subject of minimal analysis unlike, for example Schwarzenegger and Stallone. Unfortunately, he has also fallen foul of the direct to video curse from around 2005 as well as being sentenced to three years in prison for tax evasion. However, this should not negate Snipes' contribution to cinema, especially in the genre of action. Snipes can be a commanding presence given the right script and direction – as an expert martial artist he is lithe and agile; he has strong facial features and a powerful voice, plus the ability to deliver the wisecracking humour which often goes hand-in-hand with action performances. The aim of this chapter, then, is to focus on Snipes as an action star and, more specifically, his significance as a black action star, examining several key films which have helped to develop his onscreen persona and performance style.

The purpose of this paper is to investigate a postulated tightening of privacy laws on the capacity of taxation authorities to verify taxation data.

This paper is humorous fiction.

The taxation authorities must continue to update the methodologies to keep abreast of business developments – both legal and technological.

Complexity in legislation can lead to unintended effects.

The paper is speculative fiction that reflects on a possible scenario in a manner that will promote discussion.

We have long been obsessed with the dream of creating intelligent machines. This vision can be traced back to Greek civilization, and the notion that mortals somehow can create machines that think has persisted throughout history. Until this decade these illusions have borne no substance. The birth of the computer in the 1940s did cause a resurgence of the cybernaut idea, but the computer's role was primarily one of number‐crunching and realists soon came to respect the enormous difficulties in crafting machines that could accomplish even the simplest of human tasks.

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.

The strategic management literature states that firms who wish to have a competitive advantage through high customer service (rapid response) and product differentiation need to restructure their organization into empowered, self-managed work units so as to ensure that there is “value-added” at each stage of the value chain. (Porter, 1985; Hill and Jones, 2001) In this case, Vanguard altered part of its structure through the development of teams in order to maximize its operations; and given their results Vanguard successfully put theory into practice. When the major supporter of team management, Mike Wesley, leaves the firm, he is replaced by Wendy Kiefer, a strong supporter of team structures. Her replacement, Shari Lastarza, however is the “old” assembly manager and does not buy into the team concept. Could this be anything but a formula for disaster?

Dr. COLLINRIDGE, the Medical Officer of Health to the City of London, had occasion recently to call attention to the diseased condition of certain imported meats, and it is most disquieting to learn that some of these were apparently sent out from the country of origin under official certificates.