Two cheers for Scottish Enterprise

Article Abstract:

Scottish Enterprise has been created by amalgamating the Scottish Development Agency (SDA) and the Highlands and Island Development Board. Scottish Enterprise, which went into effect Apr 2, 1991, will also take over the functions of the Scottish Training Agency. Programs will be carried out through local enterprise companies, the boards of which primarily will be controlled by the private sector. The new structure is partly a response by the Conservative government to the perceived domination of the SDA by the Labour Party. The new organization will assert the control of the government. The new structure is also a response to criticism by the private sector that the SDA was inefficient and remote.

Scotland, Conservative Party (United Kingdom), United Kingdom. Scottish Development Department

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Learning to love our railways

Article Abstract:

ScotRail is known for its poor service and bad management, which likely is the result of the managerial reporting structure under which some staff reported not to the ScotRail director in Glasgow but to British Rail's Regional division in London. British Rail and ScotRail will benefit from the government's new policy of increasing the role of the private sector in running the railroads. Transport Secretary Malcolm Rifkind announced in May 1991 that he was in favor of privatizing the railways. Privatization would have positive results for it would increase the railway's ability to borrow capital, and it would remove railway workers' pay from public sector negotiations.

Management, Railroads, British Rail, Rifkind, Malcolm, ScotRail

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Eastern promise

Article Abstract:

European companies need not resent nor fear the presence of Japanese business operations in Europe because it can be beneficial for them. The British are finding that having Japanese companies operate in the country facilitates the continual transfer of technology. British companies with Japanese connections are acquiring advanced production knowhow from manufacturers considered to be the best in the world. Nations taking a protectionist stand against Japanese investment are missing out on this opportunity to strengthen their market position through improved technological capabilities.

Case studies, Europe, Foreign operations, Foreign investments, Japan, Investments, Corporations, Technology transfer, Corporations, Japanese

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