Quality has become an increasingly important issue. Describes a
survey conducted within a training organization examining the
implementation of a quality initiative BS 5750. Its implementation in
the service sector is relatively new and therefore documented case
studies remain sparse. Aims to reveal staff attitudes during the
implementation process and examine what implications they have for
managers and for future methods of implementation.
Quality has become an increasingly important issue. Describes a
survey conducted within a training organization examining the
implementation of a quality initiative BS 5750. Its implementation in
the service sector is relatively new and therefore documented case
studies remain sparse. Aims to reveal staff attitudes during the
implementation process and examine what implications they have for
managers and for future methods of implementation.
Describes an approach to performance management incorporating case
studies of BP and Ford as examples of good practice. Argues that a
different approach to performance management is required in the 1990s
which incorporates both task and behavioural objectives drawn from the
organization's mission and values respectively, and is aimed at line
managers and HR professionals – who are more used to the
management by objectives (MBO) type schemes of the 1980s no longer
appropriate for the 1990s.
Training and management development in the smaller-firm sector is
an often-neglected area. Presents the findings and main conclusions from
research conducted at Canterbury Business School through in-depth case
studies and postal questionnaires among 200 small firms in Kent.
Notes that management development programmes hinge critically on
the use of appropriate resources, such as videos. Considers the video
illustrating a theory as too simplistic and finds that use of case
studies was the most successful method. Concludes that videos should be
a jumping-off point for management development rather than a
do-it-yourself training manual.
