摘要:

The evolution of business schools in the UK is reviewed: three relationships exist: with the schools students, with their employers, and with on-going research to provide broader insights into the processes of management. Activities range from the comprehensive two-year multidisciplinary MBA Course, through those of shorter periods or part-time, to specialist modules in such fields as personnel management, marketing and operational research. There has been a move away from open courses in favour of bespoke programmes, which provide more immediate impact for a particular firm. In these, projects and in-company studies are prominent, supervised jointly with the firms managers. The stages of management studies should be related to stages in the career of the individual and to company requirements. There is now convergence in technological and business studies, further linked in postgraduate programmes. Senior programmes are available internationally. In the long term, a combination of reasearch projects and special programmes is likely to offer the most constructive basis for continuous education in management.

DOI:10.1049/ip-a-1.1980.0089

出版商:IEE    

年代:1980

数据来源: IET

摘要:

The main objectives of an international group are outlined, for operations in the market sector of light electrical and electronic products. They include adequate return on capital, stability of employment, harmony with local cultural patterns, and technical excellence achieved by high and continuous investment in technology and research. Management development is important and is now wider-ranging than before. Careers should start with a specialised functional job done well, then confrontation with outside problems, and development of international relationships. Each manager must recognise people with potential and develop them. Senior managers should be involved in the evaluation process and provide growth opportunities, including international postings. The Group has a commitment to consensus mangement, coupled with initiatives by self-motivated individuals.

DOI:10.1049/ip-a-1.1980.0090

出版商:IEE    

年代:1980

数据来源: IET

摘要:

Within the British Airports Authority professional engineers are likely to occupy posts at director and top management level. This paper describes how in BAA engineers are helped to develop the necessary personal qualities and expertise to enable the specialist to become an executive engineer and effective manager.

DOI:10.1049/ip-a-1.1980.0091

出版商:IEE    

年代:1980

数据来源: IET

摘要:

The paper is a brief case study of the transition of a long-established business from ‘manufacturing company’ to ‘marketing company’, accompanied by improvements in productivityand profitability. The earlier bureaucratic pyramid structure is replaced with a ‘parent and subsidiary’ relationship of trading companies, linked to expansion internationally. The change in philosophy had a dramatic effect on the managers of the individual business units, who now have greater authority and personal identification, leading to a higher quality of management and improved motivation and performance. The Chief Executive Office includes four Deputy CE's, each with a portfolio of reporting companies, and performance is reviewed monthly. New management skills and attitudes were needed and must be secured both by management development, and by raising the quality of the intake from schools and universities.

DOI:10.1049/ip-a-1.1980.0092

出版商:IEE    

年代:1980

数据来源: IET

摘要:

Communications amongst managers is as important as communications between management and shop floor. STC has developed a dynamic two-way system of communications involving all levels of management as well as the shop floor and this paper describes the way in which this has been achieved.

DOI:10.1049/ip-a-1.1980.0093

出版商:IEE    

年代:1980

数据来源: IET

摘要:

Management development must be a long term programme. By careful assessment of people and their skill it is possible to determine a potential level to which an individual might be expected to rise. The needs of the potential job and the individual's skills and performance are compared and it is decided what job he needs to do in order to acquire the experience and managerial skill that he is lacking. Such a programme must be monitored regularly and remedial action taken if it is seen to be slipping. In-house training and external causes may provide valuable back up to the development programme.

DOI:10.1049/ip-a-1.1980.0094

出版商:IEE    

年代:1980

数据来源: IET

摘要:

The paper considers the growing public awareness of the significance of the manufacturing industries and the result this can have on the esteem in which engineers are held. Tube Investments Ltd. is facing up to the problem of retaining the best brains in British industries through a management philosophy that gives adequate scope for essential research and the development of engineers' careers by training and experience. The need for engineers to appreciate the value of their products in the market place is stressed.

DOI:10.1049/ip-a-1.1980.0095

出版商:IEE    

年代:1980

数据来源: IET

摘要:

A brief description of the management philosophy of Thomas Tilling Ltd. is given. Functional specialists with general management potential are identified at an early stage in their careers. They then follow programmes comprising the usual training, line experience and responsibility with external training in specialised and general management functions and techniques as appropriate.

DOI:10.1049/ip-a-1.1980.0096

出版商:IEE    

年代:1980

数据来源: IET

摘要:

In the world's largest international air carrier, there was a need to unify and harmonise the premerger management philosophies and practices of BOAC and BEA, this in the unstable business environment of the last decade. The unified organisation structure was introduced in 1977, and is proving its value. Clear objectives have been defined, for example the corporate employment strategy. Effective two-way communication is encouraged through briefing groups and presentations, such as the Long Term Plan. Consultation and participation ensure motivation in this competitive and changing market environment, where effectiveness must be maximised. Managers are free to act within an understood frame of reference. BA aims to grow its own managers through progressive development and review of their potential, particularly by broadening their experience. For the future adaptability with coherence is necessary.

DOI:10.1049/ip-a-1.1980.0097

出版商:IEE    

年代:1980

数据来源: IET

摘要:

The Independent Broadcasting Authority is a body with a number of different yet interrelated functions. This paper is an account of the IBA organisation and practice in each of the main engineering areas in which the Authority has statuatory responsibility. During a period of great technological change a programme of retraining combined with good communications between management and engineers has made rapid expansion possible without significant staff increases.

DOI:10.1049/ip-a-1.1980.0098

出版商:IEE    

年代:1980

数据来源: IET