Similar Search Results

The Fosby Flop can teach business to soar

Francis, Arthur - In: Human Resource Management International Digest 15 (2007) 1, pp. 3-4

management practices. Practical implications – Points out that France, Germany and the USA have had business schools since the … network of management scientists, far more numerous than sport scientists. The resource is there, but businesses need to learn …

Persistent link: https://www.econbiz.de/10014752192

MITIE puts tomorrow's top talent on course for success : Most promising managers get lessons in the art of leadership

In: Human Resource Management International Digest 20 (2012) 5, pp. 13-15

the UK's Cranfield School of Management to provide its most promising senior operational managers with strategic business … service enhancement; financial management, particularly in relation to the development of margins; and leadership. It explains … that the program seeks to develop a facilities‐management mindset and wider awareness of collaborative business …

Persistent link: https://www.econbiz.de/10014752683

Diploma blends with Boots UK's approach to talent development : Business school nurtures retailer's leaders of the future

In: Human Resource Management International Digest 21 (2013) 7, pp. 15-16

's management and leadership skills. Design/methodology/approach – Details the reasons for the diploma qualification, the form it …

Persistent link: https://www.econbiz.de/10014754431

When Asda employees joined the Wal‐Mart “family” : Supermarket takeover was “a meeting of cultures”

In: Human Resource Management International Digest 12 (2004) 6, pp. 18-20

The most important element of successful change is never to let your people get offside, says Marie Gill, head of organizational development at UK supermarket Asda, which recently merged with Wal‐Mart, one of the world’s largest retailers. She was speaking at a forum organized by Brathay, a...

Persistent link: https://www.econbiz.de/10014751806

Communications at times of crisis: the Rover experience

In: Human Resource Management International Digest 10 (2002) 2, pp. 15-17

Throughout the turbulent recent history of UK carmaker Rover, culminating in parent BMW’s sale of the company for £10 to the Phoenix consortium in May 2000, internal communications with the workforce were never far from the top of the agenda.

Persistent link: https://www.econbiz.de/10014751822

Swiss Re New Markets shapes up for the future

In: Human Resource Management International Digest 10 (2002) 2, pp. 19-24

Reinsurance and financial‐services organization Swiss Re has repositioned its alternative risk resources after a radical reorganization. Strategic imperatives included establishing a new performance culture among its 500 associates, who mostly work in virtual teams as part of the new Swiss Re...

Persistent link: https://www.econbiz.de/10014751824

Action learning improves Oxford University Press

In: Human Resource Management International Digest 10 (2002) 2, pp. 25-27

Action learning – often seen as only a tool for personal development – was the way chosen to open up the culture, sharpen up service provision, increase revenue and reduce costs in the UK Publishing Services division of Oxford University Press.

Persistent link: https://www.econbiz.de/10014751825

Ask no questions – tell no lies: the use of employee surveys

In: Human Resource Management International Digest 10 (2002) 3, pp. 24-25

In this age of management consultants, change and uncertainty – it is often the employee who feels left out. In the …

Persistent link: https://www.econbiz.de/10014751836

HR’s role in re‐engineering at Leicester Royal Infirmary

In: Human Resource Management International Digest 10 (2002) 4, pp. 4-7

If our hospital did not exist, how would we create it? This was the question asked by doctors and managers at Leicester Royal Infirmary, one of two English pilot sites to evaluate the use of business process re‐engineering (BPR) in a healthcare environment.

Persistent link: https://www.econbiz.de/10014751837

HR transformation at AT&T Consumer Services

In: Human Resource Management International Digest 10 (2002) 5, pp. 6-11

Over a five‐year period, AT&T Consumer Services experienced radical structural change, in preparation for US deregulation of the telecommunications and information‐services markets in 1996, and afterwards. This had far‐reaching internal impacts, including waves of downsizing, growth and...

Persistent link: https://www.econbiz.de/10014751849