Willcocks L P, Currie W, Jackson S
Public Administration, (UK), Winter 97 (75/4)
Start page: 617 No of pages: 33
Assesses the applicability of business process re-engineering to the UK public sector and asks if its prescriptions and practices are suitable for radical organizational change in this context. Studies three major information technology projects, one in the health service and two in different parts of the postal service, which used a business process re-engineering approach. 

Clarke C C, Lipp G D
Training & Development, (USA), Feb 98 (52/2)
Start page: 20 No of pages: 13
Presents a seven-step process which can help people from different cultures understand each other and resolve problems. Based on a case study of a US-based Japanese subsidiary, highlights the difficulties that can arise because of the conflicting work methods and communication styles of team members from Japan and the USA. Sets out a method for resolving such conflicts. 

Teare R, Dealtry R
The Learning Organization, (UK), Vol 5 No 1 98
Start page: 47 No of pages: 14
Summarizes the views of a number of management writers on how to create a learning environment and their definitions of a learning organization. 

Buckle A
Modern Management, (UK), Oct 97 (11/5)
Start page: 8 No of pages: 4
Discusses the strains that can emerge down the line when organizations change. Suggests that difficulties can be attenuated by effective internal communication to aid middle management to interpret and promote senior managers’ ideas and support and motivate their teams. 

Benchmarking
Arkin A
People Management, (UK), 19 Feb 98 (4/4)
Start page: 49 No of pages: 2
Looks at the potential for UK organizations to club together to benchmark their operations, setting out the advantages of doing so. Profiles the benchmarking organized by the Financial Services Special Interests Group benchmarking club, indicating how the benchmarking statistics it provides can be used to give organizations a real understanding of problems in their human resource practices. 

(Hereford Hospitals NHS Trust)
Merrick N
People Management, (UK), 22 Jan 98 (4/2)
Start page: 44 No of pages: 3
Profiles how the Hereford Hospitals NHS Trust, (UK) uses simulations and role play in its training workshops on negotiation which are open to managers and trade unionists. Describes how the training supports the Trust’s use of joint negotiating committee and single-table bargaining, illustrating this by showing one such simulation in action. 

Lepsinger R, Lucia A D
Training & Development, (USA), Feb 98 (52/2)
Start page: 49 No of pages: 4
Emphasizes the importance of gaining the support of staff and line employees for 360 degree feedback programmes. Advises trainers and human resource development managers to identify the key decision makers and stakeholders and use this information when assessing where the main resistance to the feedback system will come from. 

Schaafsma H
Leadership & Organization Development Journal, (UK), Vol 18 No 1 97
Start page: 41 No of pages: 9
Examines the role of middle managers in managing change. Considers the recommendations of the Karpin Report which looked at the skills needed by Australian managers, linking this to the literature on change, arguing that shift away from top-down change management gives a new role for middle managers. 

The Growth of Local Quangos
Payne T, Skelcher C
Public Administration, (UK), Summer 97 (75/2)
Start page: 207 No of pages: 18
Looks at why there should have been such an increase in the number of appointed local bodies in the UK, such as health commissions, city technology colleges and Training and Enterprise Councils. 

Paddock S C
Public Personnel Management, (USA), Winter 97 (26/4)
Start page: 441 No of pages: 20
Explains the process used to develop benchmarks for Certified Public Manager Programmes which are used for management training by a number of states in the USA.