EDITORIAL

Volume 1, Issue 3

Dr Philip E Dunn

This issue sees closure on the journal’s first volume consisting of nineteen pieces of viable contribution from our respective authors. The standard has been exceptional and the alignment of articles to the professional manager has been most pleasing to say the least. The fact that already we have further articles forthcoming from several of our previous contributing authors is testament to the journals’ overriding quality in terms of receipt, review and publication of articles.

As mentioned in issue 2 the associations conference provides the journal with an excellent opportunity to publish a ‘special edition’ aligned to the conference theme, see: www.ipma.co.uk/conference2010

In keeping with theme we again provide an article that dovetails with our featured article by Professors’ Haigh and Morris. Derrick Walker’s article on teams is an excellent presentation by a practicing manager and his grasp of the subject area is reinforced by his capacity to adapt established academic thought and present his own models by design duly rigorously underpinned. Derrick very rightly provides definitive correlation between organizational change and the importance of effective team working in assistance and support of same. The article cleverly intersperses teams in organizational change with continuous improvement in quality. The article is principally based on secondary research gathering however in framework it provides a sufficiency of food for thought for both practitioner and academic alike.

Dr O’Hare begs the question; can managers be taught to manage? At which in shock horror would be the reaction of most educators in the business management learning environment. However, it is fair to state that as Dr O’Hare roles out his thoughts and reinforcement in same the question becomes ever more clearly put and growing in significance. A succinct reinforcement to my mind comes by way of the empirical evidence presented in terms of the comments forthcoming from respective University/Business perspectives. This article is pertinent to this journal and our association inasmuch that the professional manager in seek of education in their particular area of consideration is simply not in pursuance of ‘talk and chalk’. It is evident albeit not specifically referred to in the article my former colleague Dr O’Hare has drawn upon his many years of senior level management at the cutting edge of numerous international organizations.

This article is by no means a quick read, however it is worthy of consideration by any manager seeking to pursue further qualification and at same time equably readable by those senior managers who have to sanction the bursaries for their organizations learners.

It is fair to sate that HRM appears to all intents and purposes well and truly here to stay. Michael Dilcock’s article presents to the reader an interesting historical backdrop of HRM emergence and the dichotomous models ‘hard/soft’ applicable to. The comparative analysis provides a thorough secondary research trawl in and amongst the most applauded academics implementing and plotting its emergence in tandem with the diminution of the personnel function. Indeed in initial emergence and continuance into the 1990’s that HRM was it was widely thought to be merely ‘old wine in new bottles’ this is clearly now not the case and this article in background appreciation gives vaulting platform to Professor Morris’s statement in changing the by challenge of the HRM orthodoxy. Professor Morris plants his banner quite clearly in that global impacts upon organizations has moved inexorably toward the implementation and continuance pursuance of quality. He acknowledges that excellence in quality management requires equally good HRM practice but reinforces that it is now those previously established practices have to change in order to meet head on the rapidly emerging priorities of businesses in seek of excellence.

In all of the above articles considered there resides the underlying organizational and individual need or expectation by stakeholders both institutional and organizational. Increasingly these are collateral skills over and above the basic ability requirement to do the job. This is very much attuned to our associations’ ethos wherein respective students/professional managers by virtue of their specifically designed and aligned ‘learning’ are further vested with competencies over and above the basic course curricular. Janice Gygi & Susan Madsen present succinctly the emergence, consolidation and continuing development along those very lines whereby firms can enhance their operational/administrational flexibility by the potential positive overlap and effective usage of their ‘collaterally educated’ workforce. As can be seen in the article discussion in and around ‘service learning’ points heavily to a viable and verifiable technique in support.

It is a fact that in the international, national, regional and local arenas business is changing and in that there is ever the need to consider head on the oft time dreaded prospect of downsizing. However this article is in my opinion highly pertinent and not only for Local authority managers but all managers faced with such circumstances. Ms Simpson and Dr Lowe take the issue of downsizing as it should be met, head on. The author’s rightly recognise that such occasions within organizations are not times of great joy and celebration, but most importantly is their recognition that downsizing if effectively applied can be viewed in success terms. The underlying premise identified is that minimization of resistance to change and organizational disruption is achievable by implementation of positive and appropriate HR strategies those staff members experiencing downsizing and those leaving the organization coupled with those remaining would endure the process less damaged. This article is an excellent read for those practitioners not just faced with downsizing per se. On the contrary such is the central severity of the subject area it provides focus for the mind in appreciation of change and inter employer/employee relationship(s).

Dr Philip E Dunn

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