Archives for July 1998

RESEARCH REPORT HIGHLIGHTS HOW TO ACHIEVE MULTI-ETHNIC SUCCESS

Headlines, PublicNet: 28 July, 1998

The ingredients of what makes a successful multi-ethnic public service have been highlighted in a new report.

The report follows a year long study undertaken by the Open University, who visited 11 primary and 18 secondary schools across the country already noted as being successful in meeting the educational needs and aspirations of their African-Caribbean, Bangladeshi and Pakistani pupils.

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CAN SPECIALISTS BE GENERAL MANAGERS ?

Abstracts, PublicNet: 27 July, 1998

Developing paradoxical thinking in middle managers

Clarke M
Journal of Management Development, (UK), Vol 17 No 3 98
Start page: 191 No of pages: 16

Summarizes the changes that have taken place in the middle managers’ role and in the way that they are expected to carry out their managerial responsibilities, reducing their role as a technical expert and increasing the need for them to possess more generalist managerial skills. Considers how these changes have affected the way that middle managers see their jobs and their position within the organization, describing the need for them to adjust to the contradictions within the new situation. Suggests that paradoxical thinking might hold the answer, explaining how it could help managers to deal with uncertainty and change. Outlines the work done in Cranfield School of Management (UK) in this area, describing their ‘general management for specialists programme’ which aims to help middle and senior managers to develop a general management perspective by introducing them to the concept of paradoxical thinking and training them in new approaches to problem solving and decision making.

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CHILDREN LOOKED AFTER BY LOCAL AUTHORITIES ON THE INCREASE

Headlines, PublicNet: 27 July, 1998

The number of children being looked after by local authorities is increasing year on year according to according to figures published today.

Nearly ninety thousand children are looked after at any one point in time by local authorities in England.

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BIGGER PRESCRIPTION FRAUD SQUAD WILL CRACKDOWN 100 MILLION POUND LOSS

Headlines, PublicNet: 27 July, 1998

Health Minister Alan Milburn today announced a major recruitment drive to boost by 50 per cent the number of staff centrally tackling the 100 million pound annual cost of prescription fraud in the NHS.

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MANAGING LEARNING IN ORGANIZATIONS

Book News, PublicNet: 27 July, 1998

David Casey

“This is an interesting and useful book written by a leading and widely respected consultant and learning facilatator.”
– Human Resource Management Journal.

“…the concepts and cases are fascinating… extremely thought provoking…well worth buying.” – Action Learning News

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A NEW MANDATE FOR HUMAN RESOURCES

Abstracts, PublicNet: 26 July, 1998

Ulrich D
Harvard Business Review, (USA), Jan-Feb 98 (76/1)
Start page: 124 No of pages: 11

Refers to the debate surrounding the role and maintenance of the human resource (HR) function; argues that HR has never been more necessary in achieving organizational excellence, and lists ways in which this excellence should be delivered. Sees a new agenda by which HR enables the organization to serve customers better and to increase shareholder value; states that the prime responsibility for transforming HR lies with the chief executive, and points to competitive challenges with which HR needs to play a leadership role – globalization, profitability through growth, technology, intellectual capital and change. Defines a new role for HR in terms of its partnering in strategy execution, administrative expertise, championing the employee and becoming a change agent; presents a change model that has been used by HR staff at General Electric (US conglomerate) in guiding the company’s transformation process. Outlines ways in which senior management can make HR focus on outcomes rather than on activities, e.g. investment in innovative HR practices.

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PERFORMANCE IMPROVEMENT: THE RISE AND FALL OF RE-ENGINEERING

Abstracts, PublicNet: 24 July, 1998

Harrington H J
The TQM Magazine, (UK), 1998 Vol 10 No 2
Start page: 69 No of pages: 3

Looks at the life cycle effect of organizational improvement methodologies, and suggests that one particular methodology, process re-engineering has moved rapidly from being the ‘in’ thing to do, to beyond the stage where it is no longer in favour because of a failure to produce desired results. Identifies and discusses five factors which have contributed to the rapid rise and failure of process re-engineering: misuse of methodology and misleading reported results; poor definition of its negative impact on the organization; a failure to understand the creative part of process re-engineering; too long a cycle time from start of projects to reaping results; and it produced too good a result. Concludes that despite these problems, process re-engineering is still an important approach.

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COMMITMENT TO CUT PUBLIC SECTOR SICKNESS ABSENCE: MINISTER

Headlines, PublicNet: 24 July, 1998

The Public Services Minister today called for a 30% cut in sickness absence in the public sector following the publication of a new report.

The report, Working Well Together, makes 27 recommendations intended to ensure that current average sickness absence rates are cut by 30% by 2003. These include:

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PUBLIC KEEN TO MAKE MORE USE OF THE PHONE

Headlines, PublicNet: 24 July, 1998

Public service managers about to invest in new telecoms services for customers could pick up some useful hints on consumer attitudes in newresearch from OFTEL.

The survey of over 1000 business and residential customers and 26 telecoms companies set out to find how many customers knew about or used new services like call waiting, the Internet and voice mail.

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MANAGING THE NEW PUBLIC SERVICES

Book News, PublicNet: 24 July, 1998

2nd edition. Edited by: David Farnham, Professor of Employment Relations, University of Portsmouth, and Sylvia Horton, School of Social and Historical Studies, University of Portsmouth

Managing the New Public Services evaluates managerial changes in British public services since 1979 focusing on the ‘New Public Management’ and its rationale and practices. The authors analyse the political origins of public service change and its impact on the key managerial functions, on service-users and on staff. The second edition has been thoroughly revised and updated throughout. Several chapters have been completely rewritten and new chapters have been added on Marketing and Information and Communications.

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