Complaining Our Way to Quality: Complaints, Contracts and the Voluntary Sector

The research on which this paper is based is part of a wider study of quality assurance and the voluntary sector. The focus of this paper is on complaints procedures, as part of quality assurance mechanisms, where voluntary agencies are the contracted service providers. The authors argue that, with the introduction of contracting and particularly with its further development, the way in which complaints mechanisms currently operate will need to be revised if they are to be an effective part of the quality assurance process.     

Mental Rotation of Dynamic,Three‐Dimensional Stimuli by 3‐Month‐Old Infants

Mental rotation involves transforming a mental image of an object so as to accurately predict how the object would look if it were rotated in space. This study examined mental rotation in male and female 3‐month‐olds, using the stimuli and paradigm developed by Moore and Johnson (2008) . Infants were habituated to a video of a three‐dimensional object rotating back and forth through a 240° angle around the vertical axis. After habituation, infants were tested both with videos of the same object rotating through the previously unseen 120° angle, and with the mirror image of that display. Unlike females, who fixated the test displays for approximately equal durations, males spent significantly more time fixating the familiar object than the mirror‐image object. Because familiarity preferences like this emerge when infants are relatively slow to process a habituation stimulus, the data support the interpretation that mental rotation of dynamic three‐dimensional stimuli is relatively difficult—but possible—for 3‐month‐old males. Interpretation of the sex differences observed in 3‐ and 5‐month‐olds’ performances is discussed.     

Differential Frontal Cortex Activation Before Anticipatory and Reactive Saccades in Infants

Neural correlates of anticipatory and reactive saccades were studied in 4‐month‐old infants by recording high‐density event‐related potentials. Infants were presented with a fixed sequence of stimulus presentation to which they rapidly showed anticipatory saccades, as well as continuing with some reactive (stimulus‐driven) saccades. As in a previous study, no clear evidence was found for adultlike, saccade‐related potentials, although some presaccadic differences between reactive and anticipatory saccades were observed. Infants also showed different stimulus offset‐related effects preceding the 2 types of trials with a right‐frontal positivity when an anticipatory look follows, but only left‐frontal positivity when a reactive saccade follows.     

Validation of a Multi‐Dimensional Measure of Strategy Development Processes

In this paper, we present evidence on the measurement properties of an instrument that assesses six dimensions of organizational strategy development. These dimensions are labelled planning, incrementalism, cultural, political, command and enforced choice. Using data from 5332 managers, results indicate the instrument has acceptable reliability and validity. Exploratory factor analysis confirms its underlying structure. Generally, the sub‐scales have acceptable internal reliability and inter‐rater reliability at the organizational level (n = 770 organizations). Further, using data aggregated at the organizational level, the sub‐scales are judged to have acceptable validity from the pattern of correlations amongst the six dimensions and with other variables.     

Corporate communications managers in large firms: new challenges

The new organisational form of large corporations (horizontal organisation), is affecting the communications job. This corporate transformation leads to new challenges for the corporate communications manager and his team. On the one hand, he has to develop a fully integrated strategy which enables the different forms of communication to contribute to the success of the firm's mission (a common goal). On the other hand, he has to provide small business units, led by strong front-line managers, with professional services. The analysis of several companies will show that the position of the corporate communications department is subject to various pressures and that the development of the `communications function' is calling into question the corporate communications manager's `profession'.