A Culture of Conflict

While some conflict in organisations may be a healthy incentive for action and competition, conflict that becomes the dominant feature of the organisation's culture is damaging. In non-profits it cripples the organisation's ability to function because the organisation is unable to set goals or to present a coherent, united front when applying for government grants. Research theory in management and non-profits discusses the need for consonance, but our research demonstrates that some community organisations do not fit the model presented in the literature. The paper presents the results of a consultancy engaged in by the authors between December 1994 and August 1995 with a small, church-based, non-profit organisation. The organisation works in an environment where there is a need for unity, but our research found conflict between the volunteers and the paid workers, and among the volunteers themselves. Conflict, which had become the over-riding consideration in all decisions, was paralysing the organisation. The paper gives some background to the organisation and the context in which it operates, describes the nature of the consultancy and the findings, and explains the recommendations we made to the organisation

Strategic Review of Tropical Fisheries Management

This project addresses the constraints to tropical fisheries development with sustainable exploitation through a strategic assessment of tropical fisheries management with the following purposes: (1) To evaluate relevant research methods for the development of assessment models appropriate to the circumstances of tropical coastal fisheries; and (2) To evaluate the utility of existing strategies for the implementation of management advice. The report consists of three substantive chapters. Chapter 2 contains a detailed socio-economic assessment of various instruments and implementation strategies applicable to tropical capture fisheries. In Chapter 3, a detailed assessment of the fisheries for tropical large marine ecosystems has been conducted using a technique developed by FAO (Granger & Garcia 1996). The data used were the FAO statistics published regularly by FAO. This analysis has been conducted for each of the tropical large marine ecosystems and indicates that there is the potential for increased fishing in a number of these ecosystems. One of the clear requirements identified in Chapter 2 and implicit in Chapter 3, is that there is a significant need for simple and robust fisheries assessment methods which can estimate the potential of a particular resource, its capacity in terms of the level of fishing effort and its current status ie whether it is currently exploited sustainably or not. In Chapter 4, these problems are addressed directly and, using two approaches, significant simplification of fishery methods is developed. In the first approach, simple empirical relationships between the life history parameters of a species are used to develop models of potential yield which can be determined by a simple assessment of fish growth. In the second approach, optimal life history theory is applied to the key demographic parameters of exploited fish populations and using estimates of the Beverton & Holt invariants a significant simplifying of the basic stock assessment equations is developed

The changing roles of personnel managers: old ambiguities, new uncertainties

There have been notable attempts to capture the changing nature of personnel roles in response to major transformations in the workplace and the associated rise of ‘HRM’. A decade ago Storey (1992) explored the emerging impact of workplace change on personnel practice in the UK and proposed a new fourfold typology of personnel roles: ‘advisors’, ‘handmaidens’, ‘regulators’ and ‘changemakers’. Have these four roles changed now that HRM has increasingly become part of the rhetoric and reality of organizational performance? If Storey's work provides an empirical and analytical benchmark for examining issues of ‘role change’, then Ulrich's (1997) work in the USA offers a sweeping prescriptive end-point for the transformation of personnel roles that has already been widely endorsed by UK practitioners. He argues that HR professionals must overcome the traditional marginality of the personnel function by embracing a new set of roles as champions of competitiveness in delivering value. Is this a realistic ambition? The new survey findings and interview evidence from HR managers in major UK companies presented here suggests that the role of the personnel professional has altered in a number of significant respects, and has become more multifaceted and complex, but the negative counter-images of the past still remain. To partly capture the process of role change, Storey's original fourfold typology of personnel roles is re-examined and contrasted with Ulrich's prescriptive vision for the reinvention on the HR function. It is concluded that Storey's typology has lost much of its empirical and analytical veracity, while Ulrich's model ends in prescriptive overreach by submerging issues of role conflict within a new rhetoric of professional identity. Neither model can adequately accommodate the emergent tensions between competing role demands, ever-increasing managerial expectations of performance and new challenges to professional expertise, all of which are likely to intensify in the future

Leading with political astuteness: A study of public managers in Australia, New Zealand and the United Kingdom

Combining quantitative survey data from over 1000 middle and senior public managers, as well as qualitative data from 42 in-depth interviews, the study sheds light on how managers understand politics in their work; how they rate their own and their colleagues’ political skills; how they use their political skills; and how these skills were developed. The report also sets forth recommendations to improve the development of managers’ political astuteness at the level of the individual, the organisation, and the professional body/training provider

Evaluation of the Restorative Practices Programme of the Childhood Development Initiative

This report presents the key findings of an independent evaluation, undertaken by the UNESCO Child and Family Research Centre at the National University of Ireland, Galway, of the Restorative Practice Programme, part of the Childhood Development Initiative's (CDI) Community Safety Initiative (CSI). The study comprises (i) a process study evaluation of programme implementation under the headings of programme utilisation, programme organisation and programme fidelity; and (ii) an outcomes study evaluation of programme impact on participants' work, lives, organisations and family, and also the wider impact on community building and collaborative action

Habitual accountability routines in the boardroom: How boards balance control and collaboration

open3siCorporate accountability is a complex chain of reporting that reaches from external stakeholders into the organization’s management structure. The transition from external to internal accountability mechanisms primarily occurs at the board of directors. Yet outside of incentive mechanisms, we know surprisingly little about how internal actors (management) are held to account by the representatives of external shareholders (the board). This paper explores the process of accountability at this transition point by documenting the routines used by boards to hold the firm’s management to account. In so doing we develop our understanding of the important transition between internal and external firm accountability.embargoed_20190401Nicholson, Gavin; Pugliese, Amedeo; Bezemer, Pieter JanNicholson, Gavin; Pugliese, Amedeo; Bezemer, Pieter Ja

Good Governance: developing effective board-management relations in public and voluntary organizations

The research suggests that boards do make a number of important contributions to the organisations they serve. The nature of these contributions caries and is influenced by a variety of factors: for example the way the organisation is regulated; the history and culture of the organisation; the way board members are chosen; board member's skills and experience; the relationship with senior managers; and the way the governance function is managed

Evidence synthesis on the occurrence, causes, consequences, prevention and management of bullying and harassment behaviours to inform decision making in the NHS

Background Workplace bullying is a persistent problem in the NHS with negative implications for individuals, teams, and organisations. Bullying is a complex phenomenon and there is a lack of evidence on the best approaches to manage the problem. Aims Research questions What is known about the occurrence, causes, consequences and management of bullying and inappropriate behaviour in the workplace? Objectives Summarise the reported prevalence of workplace bullying and inappropriate behaviour. Summarise the empirical evidence on the causes and consequences of workplace bullying and inappropriate behaviour. Describe any theoretical explanations of the causes and consequences of workplace bullying and inappropriate behaviour. Synthesise evidence on the preventative and management interventions that address workplace bullying interventions and inappropriate behaviour. Methods To fulfil a realist synthesis approach the study was designed across four interrelated component parts: Part 1: A narrative review of the prevalence, causes and consequences of workplace bullying Part 2: A systematic literature search and realist review of workplace bullying interventions Part 3: Consultation with international bullying experts and practitioners Part 4: Identification of case studies and examples of good practic