Today the city, tomorrow... managing a knowledge economy
Article Abstract:
The London Human Resource Development Group conducted a study in 1987 to examine new job potential and the constraints against new jobs. London has moved from an economy based on standardized products in protected national markets using manually-operated technology under a bureaucratic organizational structure, to a totally different economy based on customized products sold in the European Community using advanced information technology and managed under a flexible organizational structure. The workforce has moved from procedural, function-specific skills to knowledge-based entrepreneurial skills. In order to be successful, the companies will need to develop extensive in-house training facilities, create a better match between technology and users, and devise an flexible organizational structure that promotes greater creativity.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1988
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Jobs and the service sector: a down-to-earth look at the promised land
Article Abstract:
Seven service industries that are generating new jobs in Great Britain are: wholesale distribution, insurance, building societies, retail distribution, business services, hotels and catering, and banking. It is somewhat optimistic to believe that rapid service sector growth will hold down unemployment, which is still very high by post-war standards. Service sector job growth is evaluated to see if it is making basic changes in the British economy, to determine if services have an inherent job creation bias, and to assess whether or not service jobs are inherently unstable and-or inferior.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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Big bang hits the Health Service
Article Abstract:
The drastic reforms that the National Health Service will adopt in April 1991 will provide NHS managers with more challenges. The new reforms include the creation of an internal market, the introduction of new accounting procedures, and the introduction of medical audits. Managers must learn how to negotiate with providers, how to operate in a bureaucratic organization, and how to increase financial management skills. Personnel managers will also face new challenges, including increased responsibility for developing strategic plans.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1991
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