Linda Logan, William B. Harley, Joan Pastor, Linda S. Wing, Naftaly Glasman, Lee Hanson, David Collins, Barbara A. Cleary, Jacqueline Miller and Paul Hegedahl
Each member of the Journal’s Editorial Advisory Board reviews the state of empowerment in today’s organizations.
Abstract
Each member of the Journal’s Editorial Advisory Board reviews the state of empowerment in today’s organizations.
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Investigates a versatile consensus problem‐solving model developed by the author which gives values a central position. Provides team members with a principle‐centered vision to…
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Investigates a versatile consensus problem‐solving model developed by the author which gives values a central position. Provides team members with a principle‐centered vision to encourage inspired solution finding. Because the model provides a discipline for the alternate suspension and use of critical judgment, it constructively channels the expression of diverse viewpoints and defuses negative conflict. Discusses 11 steps to the consensus problem‐solving process. Concludes that this process helps a team to manifest the paradoxical attributes of both unity in diversity and patient efficiency.
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Investigates a census problem‐solving model developed, by theauthor, to provide team members in an organization with apeople‐centered vision. Provides and discusses 11 steps to…
Abstract
Investigates a census problem‐solving model developed, by the author, to provide team members in an organization with a people‐centered vision. Provides and discusses 11 steps to the consensus problem‐solving process. Concludes that this process helps a team to develop as such, where ideas are shared and discussed.
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Typical organizational improvement initiatives emphasizeoperational issues such as systems, plans, structures and processes.Relatively little emphasis is placed on releasing the…
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Typical organizational improvement initiatives emphasize operational issues such as systems, plans, structures and processes. Relatively little emphasis is placed on releasing the power of human beings into the improvement initiative. To improve successfully, organizations must balance the operational and human factors in the change initiative. The balance begins to emerge as managers internalize eight critical principles of empowerment, namely: protect the dignity of all employees; manage perceptions, not just the “facts”; use organizational authority to release rather than inhibit human potential; use consensus decision making; clarify vision, mission, objectives, goals and job descriptions; unshackle the human desire to be of service to others; come from values; provide the feedback requested by employees. When management is guided by these eight principles, human and operational issues tend to stay in balance. This allows improvement to be unifying, innovative, continuous and permanent.
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THE enterprise of two London newspapers, the Tribune (for the second time) and the Daily Chronicle, in organizing exhibitions of books affords a convenient excuse for once again…
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THE enterprise of two London newspapers, the Tribune (for the second time) and the Daily Chronicle, in organizing exhibitions of books affords a convenient excuse for once again bringing forward proposals for a more permanent exhibition. On many occasions during the past twenty years the writer has made suggestions for the establishment of a central book bazaar, to which every kind of book‐buyer could resort in order to see and handle the latest literature on every subject. An experiment on wrong lines was made by the Library Bureau about fifteen years ago, but here, as in the exhibitions above mentioned, the arrangement was radically bad. Visiting the Daily Chronicle show in company with other librarians, and taking careful note of the planning, one was struck by the inutility of having the books arranged by publishers and not by subjects. Not one visitor in a hundred cares twopence whether books on electricity, biography, history, travel, or even fairy tales, are issued by Longmans, Heinemann, Macmillan, Dent or any other firm. What everyone wants to see is all the recent and latest books on definite subjects collected together in one place. The arrangements at the Chronicle and Tribune shows are just a jumble of old and new books placed in show‐cases by publishers' names, similar to the abortive exhibition held years ago in Bloomsbury Street. What the book‐buyer wants is not a miscellaneous assemblage of books of all periods, from 1877 to date, arranged in an artistic show‐case and placed in charge of a polite youth who only knows his own books—and not too much about them—but a properly classified and arranged collection of the newest books only, which could be expounded by a few experts versed in literature and bibliography. What is the use of salesmen in an exhibition where books are not sold outright? If these exhibitions were strictly limited to the newest books only, there would be much less need for salesmen to be retained as amateur detectives. Another decided blemish on such an exhibition is the absence of a general catalogue. Imagine any exhibition on business lines in which visitors are expected to cart away a load of catalogues issued separately by the various exhibitors and all on entirely different plans of arrangement! The British publisher in nearly everything he does is one of the most hopeless Conservatives in existence. He will not try anything which has not been done by his grandfather or someone even more remote, so that publishing methods remain crystallized almost on eighteenth century lines. The proposal about to be made is perhaps far too revolutionary for the careful consideration of present‐day publishers, but it is made in the sincere hope that it may one day be realized. It has been made before without any definite details, but its general lines have been discussed among librarians for years past.
The aim of this publication is to list the catalogues of the Department of Manuscripts which are in regular use. Catalogues which have been superseded by later publications are…
Abstract
The aim of this publication is to list the catalogues of the Department of Manuscripts which are in regular use. Catalogues which have been superseded by later publications are not normally included, since whatever their historical or bibliographical interest they are no longer everyday working tools. To save space in cross‐reference, the catalogues, etc., here listed have been numbered serially in Clarendon type, thus: 31. This numeration has no other significance.
Neal J. Roese and Alexander Chernev
Harley-Davidson's first-ever chief marketing officer has his work cut out for him as the classic American motorcycle manufacturer seeks to curb slowing sales from aging customers…
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Harley-Davidson's first-ever chief marketing officer has his work cut out for him as the classic American motorcycle manufacturer seeks to curb slowing sales from aging customers. The dilemma: what to do with its less known and unprofitable Buell brand, which has a younger customer base? Which of five options continue its dual-brand strategy, double down on Buell, operate Buell as an endorsement brand, sell it, or discontinue the brand entirely will best attract younger buyers without alienating current diehard customers?
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![Kellogg School of Management](/insight/static/img/kellogg-school-of-management-logo.png)
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Daniel Krier and William J. Swart
Capital increasingly takes the form of intangible assets, especially trademarked corporate brands. Further, contemporary capitalism increasingly accumulates through…
Abstract
Purpose
Capital increasingly takes the form of intangible assets, especially trademarked corporate brands. Further, contemporary capitalism increasingly accumulates through commodification of iconic cultural images and legendary narratives constituting a “second enclosure movement” (Boyle, 2008). This paper develops a critical theory of brands, branding, and brand management within economies of spectacle.
Methodology/approach
A case study of the consumer culture surrounding large displacement motorcycling is used to critique the central premise of consumer culture theory (marketing professionals create brands that become valuable icons) and develop an alternative view using concepts from critical theory, especially spectacle (Debord, 1967) and culture industry (Adorno, 1991).
Findings
After initial enclosure, legends were managed by Crossmarketing Licensing Networks (CMLN), coalitions of corporate and state actors, each possessing a piece of the legendary pie. The Sturgis CMLN was organized into two political divisions, rally profiteers and civic leaders, with overlapping but differentiated interests and approaches to the management of the Sturgis legend. The CMLN intervened in the cultural commons to overcome legendary degradations (banality, incoherence, undesirability) surrounding the Sturgis Motorcycle Rally.
Originality/value
Brands are capitalized culture created by enclosures, a form of primitive accumulation. Under current conditions of immaterial production, CMLN’s engage in ongoing cultural production to maintain the capitalized value of their brands. Brands are not only hunted in the wilds of culture, but also increasingly domesticated and fattened when herded through legendary commons.
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By the beginning of the nineteenth century, British public debt, accumulated over the eighteenth century and during the Revolutionary and Napoleonic Wars (1793–1815), had attained…
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By the beginning of the nineteenth century, British public debt, accumulated over the eighteenth century and during the Revolutionary and Napoleonic Wars (1793–1815), had attained extremely high levels, at times even reaching 200% of the gross national product (GNP). This increase in debt paradoxically coexisted with the early progression of the industrial revolution.
In this chapter, we explain this concomitance by the effective policies of sovereign debt management put in place by the State and the Bank of England (BoE). First, the State put in place measures to lower its risk of default by funding its debt with tax revenue that would allow it to honour due payments. Second, following the suspension in 1797 of cash payments for pounds sterling, the BoE, in addition to its role in financing the State, followed an active policy of sovereign debt management, promoting both bank liquidity and market liquidity.
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The information which has hitherto appeared in the daily press as to the evidence laid before the Departmental Committee which is inquiring into the use of preservatives and…
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The information which has hitherto appeared in the daily press as to the evidence laid before the Departmental Committee which is inquiring into the use of preservatives and colouring matters can hardly have afforded pleasant reading to the apologists for the drugging of foods. It is plainly the intention of the Committee to make a thorough investigation of the whole subject, and the main conclusions which, in the result, must bo forced upon unbiassed persons by an investigation of this character will be tolerably obvious to those who have given serious attention to the subject. At a later stage of the inquiry we shall publish a full account of the evidence submitted and of the Committee's proceedings. At present we may observe that the facts which have been brought forward fully confirm the statements made from time to time upon these matters in the BRITISH FOOD JOURNAL, and amply justify the attitude which we have adopted on the whole question. Representatives of various trade interests have given evidence which has served to show the extent to which the practices now being inquired into are followed. Strong medical evidence, as to the dangers which must attach to the promiscuous and unacknowledged drugging of the public by more or less ignorant persons, has been given; and some medical evidence of that apologetic order to which the public have of late become accustomed, and which we, at any rate, regard as particularly feeble, has also been put forward. Much more will no doubt be said, but those who have borne the heat and burden of the day in forcing these matters upon the attention of the Legislature and of the public can view with satisfaction the result already attained. Full and free investigation must produce its educational effect ; and whatever legal machinery may be devised to put some kind of check upon these most dangerous forms of adulteration, the demand of the public will be for undrugged food, and for a guarantee of sufficient authority to ensure that the demand is met.