Aspects of quality . . . and world domination!

Training, learning and development tend to be regarded as central to the success of every organization and the nation. However, not all organizations are able or willing to invest resources in such processes. The paper presents a view that training, learning and development occur as a consequence of successful persuasive actions in a chain of talk, which draw on the discursive and rhetorical resources of an emerging learning movement. Utilizing the findings from an examination of data from the UK Department of Education and Skills-sponsored National Training Award winners, the paper provides an employment of actor-network theory and the sociology of translation to show how some organizations make the case for training, learning and development as a virtuous endeavour. It concludes by suggesting that what is needed is a more detailed understanding of how the case for the adoption of training, learning and development, or not, within organizations is made meaningful.     

Effects of the Canada-U.S. Trade Agreement on U.S. agricultural exports

This paper investigates the effects of the Canada-U.S. Trade Agreement (CUSTA) on U.S. exports of agricultural products. Econometric analysis found that CUSTA has had a large impact on many U.S. agricultural export categories. All of the consumer-oriented products (except wine and beer), five of the intermediate products, and four of the bulk products had significant CUSTA effects. It is clear that the CUSTA effects have been larger for consumer-oriented food products. There is also evidence that U.S. affiliate sales in Canada have stimulated U.S. exports of consumer-oriented products and intermediate products.     

Long-term planning in the U.S.S.R.

This article illustrates the U.S.S.R. approach to long-term planning and the relationship of cooperative planning within the Comecon countries. The conception of planning which the author puts forward is comprehensive and is illustrative of what is being attempted at the macro level in the centrally planned economies.     

Performance evaluations of physician executives. Interview by Barbara J. Linney.

Six senior physician executives were interviewed to see how they were doing or not doing performance reviews in their organizations. There seems to be a trend toward doing them, but it is in the beginning stages. Of the physician executives surveyed, the experience ranges from formal lengthy evaluations with rating scales to reviewing a short list of goals. Several are in the process of developing new systems or revising old ones. Probably the most useful part of a performance evaluation is the conversation between the physician executive and the person he or she reports to. If you can stop approaching performance evaluations as passing negative judgments on people, but as having a conversation to hear their concerns, learn what their goals are, and offer ways to help them achieve their potential, they can be useful, enjoyable experiences for both people.     

Organizational Philosophies of Japanese companies in the U.S.A.

The paper presents data about the Organizational Philosophies of fifty-nine Japanese owned companies in the United States. Harmony emerged as the single most popular element in these Organizational Philosophies. Data about specific concepts of Organizational Philosophy (kaizen, correct attitudes) were also obtained. Mechanisms to encourage the adoption and use of Organizational Philosophy were investigated. The evidence suggests that Organizational Philosophy continues to be an important aspect of Japanese companies in the U.S.A., and that American managers of these companies are accepting these Philosophies.An earlier version of this paper was presented at the 1991 International Academy of Management and Marketing Annual Conference held in Detroit, MI.     

The value circle. A profile of J. Richard Gaintner, MD.

This article describes how the arrival of CEO J. Richard Gaintner, MD, at Shands HealthCare signaled a time for refocusing the organization's direction and helping physicians to cope with the changes buffeting the industry. He saw angst and disenfranchisement, sentiments that characterized not only Shands and the University of Florida Health Science Center, but also the entire establishment of American scientific medicine. Gaintner believes--and continually preaches--that practicing medicine in a cost-effective manner will improve, not harm, the quality of care. His willingness to face reality objectively is perhaps his greatest asset in helping physicians deal with managed care. He conveys heartfelt empathy with the day-to-day conflicts they face. But he does not allow himself the temporary luxury of cynicism, and he refuses to accept negativity and pessimism in others. Rather, he asks that physicians and managers understand the system and develop the capacity to work within it and take responsibility for improving it. Beyond exhorting physicians to be accountable for the success of the enterprise, Gaintner creates mechanisms for meaningful physician participation in enterprise management.