Presents new models for managing people. Part one exploresunderlying assumptions which can transform the way in which we approachthe management of people. Part two introduces a…
Abstract
Presents new models for managing people. Part one explores underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this radically different way of managing people.
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Presents new models for managing people. Part one exploredunderlying assumptions which can transform the way in which we approachthe management of people. Part two introduces a…
Abstract
Presents new models for managing people. Part one explored underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this radically different way of managing people.
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Vivien Whitaker and David Megginson
Identifies six issues which have to be addressed in the effectiveco‐operation of men and women in an organization – identity,values, valuing differences, barriers, vision and…
Abstract
Identifies six issues which have to be addressed in the effective co‐operation of men and women in an organization – identity, values, valuing differences, barriers, vision and action, and from this viewpoint reviews a particular course of management development workshops. Concludes that as a result managers of both sexes have become more focused, friendly, fast and flexible in their organizations.
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Abstract
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Quebec was the first Canadian jurisdiction to legislate on pay equality. It did so through the adoption of the Charter of Rights and Freedom, in 1976, a passive legislation since…
Abstract
Quebec was the first Canadian jurisdiction to legislate on pay equality. It did so through the adoption of the Charter of Rights and Freedom, in 1976, a passive legislation since it is based on complaints. It seems to be a matter of time before the Quebec Government passes a pro‐active legislation on pay equity and, in doing so, it will likely draw its inspiration from the Pay Equity Act (PEA) passed by the Ontario Government in 1987. One of PEAs important features is the emphasis on institutional structures and practices in determining the appropriate unit for the purpose of achieving pay equity. In practice, such units will often match up with the usual job families (e.g. clerical or office vs production jobs). However, the historical development of jobs families is intertwined with the evolution of occupational segregation between men and women in the labour markets.
This paper examines the understanding of consciousness, attempts to define spirit, and explore the idea of spirit consciousness. It examines spirit consciousness in the context of…
Abstract
This paper examines the understanding of consciousness, attempts to define spirit, and explore the idea of spirit consciousness. It examines spirit consciousness in the context of autonomy and power. It moves on to explore learning strategies and communities and summarise the author’s own learning about planned and emergent learning. The final section poses some questions for learners, for helpers and for business educators.
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LOUGHBOROUGH was the first of the post‐war schools to be established in 1946. This resulted from negotiations of representatives of the Library Association Council with technical…
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LOUGHBOROUGH was the first of the post‐war schools to be established in 1946. This resulted from negotiations of representatives of the Library Association Council with technical and other colleges which followed their failure to secure facilities within the universities on the terms of the L.A. remaining the sole certificating body. The late Dr. Herbert Schofield accepted their terms and added a library school to already varied fields of training within his college.
It is to me a very great honour and a very great privilege that I should be allowed to address you from this particular place this evening. My first connection with Aslib, so far…
Abstract
It is to me a very great honour and a very great privilege that I should be allowed to address you from this particular place this evening. My first connection with Aslib, so far as I remember, was as what used to be called, in the good old days of DSIR, a Visitor. There were two people appointed by DSIR to be watchdogs. One was supposed to know something about the particular organization that DSIR was supporting and the other was not. The first of those was Dr Allibone, and I was the other. Over the years I came to know something of what Aslib was up to—I came to know rather less about what Leslie Wilson was up to—and I developed during those years a very considerable affection and even partisanship for Aslib as distinct from certain other people who were trying to spend DSIR money. That particular connection came to an end because that watchdog job has to pass round from one person to another lest the watchdog should be seduced by those on the spot and become less of a watchdog than a barker the other way. So, after a bit I had to stop doing that and now I am here in this extremely anomalous position. I do not suppose for one moment that it is any personal merit on my part that has landed me in this particular chair. What was obviously in the minds of the inner caucus who run Aslib was that you should get at the Chairman of the UGC; but the Chairman of the UGC neatly side‐stepped from Park Crescent into Bloomsbury and now you have got landed with somebody who is entirely unexpected in his official capacity as your President.