Discrimination and all unlawful harassment (including sexual harassment) in employment is not tolerated. Ian joined the University as Dean of the Business School and Professor of Strategy in July 2012. He is currently a member of the Executive of the Association of Business Schools and was previously on the Executive of the British Academy of Management. He is a graduate of The Australian National University (PhD, Research School of Pacific and Asian Studies, 1984) and the University of Wales, a Senior Fellow of the Advanced Institute of Management Research (AIM), an Academician of the Academy of Social Sciences (AcSS), and a Fellow of the Chartered Institute of Marketing (CIM). Ian conducts research in management teams to investigate the discursive leadership skills of senior managers, with the aim of improving their understanding of, and influence through, language skills. Stephen Roper is Professor of Enterprise at Warwick Business School and Director of the Enterprise Research Centre.
Dr David Milne graduated in Physics from Heriot Watt University in 1965 completing his PhD at Bristol University in X-ray Optics in 1968. David has kept a keen interest in education and the commercialisation of research creating a strong interaction between the Edinburgh University and the electronics industry for which he was awarded an OBE in 1984. He received honorary degrees of Doctor of Science from Edinburgh and Heriot Watt and Doctor of Engineering from Bristol. As Vice-President of the Royal Society of Edinburgh he led the Commercialisation Project with Scottish Enterprise which formed the basis for much of the subsequent government investment into technology transfer for company creation and growth in Scotland. Since stepping down from Wolfson he has become Chairman of the Edinburgh International Science Festival, and Chairman of the James Clerk Maxwell Foundation. Nick has over 30 years of corporate business experience in UK and overseas and has pursued a portfolio career since 1995 straddling private and the public sectors.
He served previously on the boards of Coats Viyella, Bank of Scotland (West) Board, Standard Life, Scottish Power, the Scottish Legal Aid Board and the Scottish Environment Protection Agency amongst others and also chaired Dynacast International, GAP Group, Stoddard International, the Institute of Directors (Scotland), Scotland the Brand, ScotlandIS, Scottish Networks International and the Glasgow School of Art amongst other companies and organisations. Richard Harrison joined the Business School in 2013 as Chair in Entrepreneurship and Innovation. Richard's research interests straddle the areas of entrepreneurship, innovation, leadership and strategy. He is founding co-editor of "Venture Capital: An International Journal of Entrepreneurial Finance" (Routledge). Glen provides specialist advice on the legal, financial and employee engagement aspects of setting up and running employee-owned businesses. An economist, has been strategic planner in the textile industry and investment manager and advisor, all in businesses worldwide. Main interest is in the different ways that CEOs internationally develop strategies for their firms, and develop their operations in other countries. Previously Senior Lecturer in charge of strategy and Associate Research Director at Manchester Business School, following lectureships at Buckingham, Warwick and Bath universities. Strategic investment decisions - integration of strategy and finance - drawing on over 300 company case studies in 21 countries - half in vehicle components, half in a more representative sample of good companies. Main Focus: Britain, Germany, US and Japan and all four BRIC countries - Brazil, Russia, India and China. Alessa Witt is an independent, early-career researcher who holds a PhD from the University of Edinburgh. Paul has extensive experience working with leaders and high potential talent throughout Europe, Asia, the Middle East and Africa and across a range of sectors, both corporate and franchised, including automotive, travel and tourism, leisure and hospitality, recruitment and staffing, retail, contact centres, on-line retailing, property, telecoms and financial services. Donald Anderson started work as a Medical Scientist with the Scottish National Blood Transfusion Service. In 1999 he was elected Leader of The City of Edinburgh Council, a position he held until he stood down in the autumn of 2006 to stand for the Scottish Parliament.
During Donald’s involvement in economic development, Edinburgh became one of the strongest city economies in the UK. Citi is over 200 years old, an established global financial landmark with a great history but the rules of the game are changing!
ERR took two golds for Best Simulation or Virtual Environment and Best E-learning Project - Private Sector, as well as a collection of silver and bronze trophies for Team of the Year and Best Blended Learning. Healthcare professionals at the front line are often unsure of their role in improving quality and how to influence change. The Worldmark Academy is a global eLearning initiative, bringing learning and development to employees in Europe, Asia and the Americas. Top tips we gleaned from the award-winning compliance programme at Tesco, winner of an elearning Age award in 2014. Our 12-month paid program, packed with hands-on learning focused on management, customer service, inventory and sales, will have you leading your own store in no time.
We encourage success based on our individual merits and abilities without regard to race, color, religion, national origin, gender, sexual orientation, gender identity, age, disability, marital status, citizenship status, military status, veteran status, or employment status. He was previously Director of Newcastle University Business School (2008-12) and Chair in Strategic Management at Lancaster University Management School (2001-08).
He has undertaken major research and consultancy projects with a number of multinational companies and collaborates with linguist Professor Ruth Wodak and Dr Winston Kwon at the University of Lancaster. In 1970 he joined the Wolfson Microelectronics Institute at Edinburgh University and became director in 1973. He holds an honorary Professorship at the University of Edinburgh and was a member of the University Court from 1998 to 2007.
He was a recipient of the IEEE Millennium medal in 2000 and the RSE Royal medal in 2012 for his contribution to electronics and industry in Scotland.
He is currently chairman of Social Investment Scotland, four private companies, two pension funds, an honorary professor at the University of Glasgow and a business angel and mentor.
He has lectured in UK, Europe and Latin America on business and corporate governance, has been a visiting professor at Strathclyde University and is fluent in five languages. He was previously Director of the Management School at Queen's University Belfast (2006-2012), where he was academic lead on the development of new Management and Postgraduate and Executive Education Centre facilities and initial Director of the Leadership Institute at Queen's (2012-13), the University's executive education delivery channel.
He has been involved in eleven employee ownership transitions thus far with another nine projects in the pipeline. Advises managers and Chief Executives in Scotland, the Netherlands, France, Germany, Sweden, China, Italy and Finland on their international strategic development.
Particular focus is on who they involve in this development: their relationships with others. She has lived and has gained extensive academic and business experience in both Germany and Great Britain.
He brings a level of creativity and innovation that is inspiring, energising and valued – and at the same time ensuring the delivery of real personal and business results.
He was also a member of the Boards of the Edinburgh Festival Fringe and the International Festival.
Most notably he led Edinburgh’s response to the hosting of the G8 Summit in Scotland and the call by Bob Geldof for a million people to march to Edinburgh. I also enjoyed the speakers presentations, especially John (Curtis), Gilly (MacMorran) and (Jackie Cameron). In exploring how the organisation needed to change, innovate and grow, it was clear that the bank faced the need to change its mindset, ethical decision-making and culture. In this case study, we explore how they did it and what we can learn from them.ERR (Engineering Real Results) are market leaders in vocational education, training over 6,000 students each year in a variety of trade skills. We have been keeping track of performance and staff engagement throughout the project and have been delighted with the results. Today, over 40,000 aid workers from 190 countries have accessed the DisasterReady.org learning portal to enhance their preparedness for whatever assignment comes next.
Quality improvement is now becoming part of the training and on-going assessment for healthcare professionals.


That is the challenge for the NHS Leadership Academy and its Head of Professional Development, Chris Lake. Faced with rapid growth on three continents, Worldmark needed to improve individual performance and identify future leaders. But the very system it had in place to deliver such excellence for customer enquiries was leading to delays, falling efficiency and frustrated customers and staff. We can help you compare the outputs of your modernised learning strategy with your peers but perhaps more importantly the benchmark helps you compare your tactics for achieving those outcomes against the top performers.The Towards Maturity Index is the lead indicator at the heart of the Towards Maturity Benchmark Process. In recent years, trust in the conduct of the major UK public service broadcasters has been eroded by some well-publicised lapses. It provides new recruits with technical training needed for an engineering career across multiple disciplines including maritime, mechanical, aeronautical communication and information systems.
He has also held positions at Durham, Glasgow and Manchester, and was an internal strategy consultant at Tesco PLC (1985-92). Stephen joined Warwick in 2008 having previously been Professor of Business Innovation at Aston Business School.
He spun out the Institute in 1985 forming Wolfson Microelectronics Ltd an independent company of which he was CEO until retiring in 2007. Prior to that he held the Dixons Chair in Entrepreneurship and Innovation at University of Edinburgh, and has held senior academic positions at Aberdeen, Ulster and Queen's. Before working with CDS, Glen held senior positions within sales, operations and general management.
He has spent over 30 years researching strategic approaches to globalisation, comparing 21 countries worldwide through extensive field research, in over 300 companies including particularly the automotive sector.
From 1990 he was Convenor of Economic Development, a position he held until the Scottish Local Government Reorganisation in 1995, when he was elected to the City of Edinburgh Council. The Council’s response was recognised by the Chartered Institute of Public Relations, with the award of their Grand Prix award in 2006. They are known for providing high quality training, leading to nationally recognised qualifications.
This means that increasingly doctors, nurses and other healthcare professionals worldwide will be required to engage with activities and projects that improve healthcare quality and safety which in turn make a real difference to patients. This included office-based staff as well as hospital-based functions encompassing cleaners, caterers, porters, maintenance, engineers and surveyors. An urgent solution was needed.The existing knowledge portal called Evolution, introduced in 2012, was designed to provide answers in real time, but it was proving difficult to use and had a limited search function. Trust is critical for Channel 4, because its relationship with viewers directly affects advertising sales revenues. The team are also embracing how they can maximise the use of technology and new T&D approaches to facilitate learning in a challenging context. Their services help the abused, the most vulnerable, the forgotten and the neglected children across the UK.
Stephen’s research interests include small business development and policy, mid-market firms, innovation policy and evaluation and regional development.
Laura started her Purchasing career as a Graduate at Polaroid after gaining a degree in Technology and Business Studies from Strathclyde University. Prior to this he worked in industry for over 10 years with British Aerospace and then GKN, Britain's two largest engineering companies.
Although these successful businesses are primarily found as part of the German Mittelstand, Alessa was one of the first to formally identify equivalents in Britain. Donald was given responsibility for Economic Development in the new Council and in 1998 he left the Health Service to become a full time politician. Workers also have to evidence their understanding of how information security is managed within their job roles, to meet Information Commissioner’s Office (ICO) requirements. However, there are massive gaps and inconsistencies in standards, training, activity levels and outcomes.
Hesketh’s role included setting up training, management development, commercial training and appraisals across this new organisation.However, with 3,200 staff from 161 NHS organisations, where do you start?
Worldmark International has grown rapidly from a single site UK organisation into a global one with 12 manufacturing sites and six Design Centres.
The information on the site was written by the process team so the language was technical and difficult for front-line staff to relay to customers.
Chief Executive David Abraham made awareness and adherence to the Channel 4 Code of Conduct a key priority for all colleagues. Quick tipsIt is higly beneficial for senior members of the training & development dept' to have an active service delivery role. The academy builds blended learning skills, alongside how to consult, build relationships and have challenging conversations. The organisation employs 30,000 people across 40 countries worldwide, and sells toys in more than 150 countries.
Current projects focus on innovation and exporting, innovation and survival and institutional supports for open innovation. Analysis by the Royal Academy of Engineering suggests Britain will need more than a million new engineers and technicians by 2020 – which will require double the current number of annual engineering graduates and apprentices. Many managers are primarily concerned with efficiencies, providing value and reducing costs. Indeed, every enquiry into the NHS, both its failings and its successes, highlights some aspect of leadership. As a result, customer service representatives (CSR’s) struggled to understand the technical explanations which led to delays and unresolved customer queries. We have to have the critical capabilities in place to run, transform and drive the company forward.
The L&D team also have dedicated research arm, so they can continually scan the horizon for new developments. Their focus has shifted from learning delivery to increased use of learning technologies and embedded performance support. Without them, any chance of riding on the coat-tails of an infrastructure-led economic revival appears to be wishful thinking.
Clinicians and other healthcare professionals have very little knowledge or expertise in this field which makes quality improvement a complex challenge for healthcare internationally. On top of that, the NHS is under massive pressure to deliver more with less, in ways not previously part of its DNA. The aim of the academy was clear: to retain staff, improve performance in the workplace, change behaviour linked to company values, identify future leaders and provide a consistent approach to management development. This resulted in customers getting frustrated, staff having to make unnecessary call-backs and customers receiving inconsistent information. Our employees have to be confident, engaged and knowledgeable whilst delivering the personal touch to our customers as the retail landscape evolves and shopping habits change through the latest digital developments. Mattel has created regional centres of excellence for organisation development designed to build OD and L&D capability, facilitate connections and drive change across the international business. The specific idea was to marry informal and formal learning with great learning conversations for social learning. But they needed to get the dynamics right - not just to create a top-down push but a pull to bring about an employee-owned and manager-supported learning culture. It is about relationships between the relief organisations and between these organisations and local operatives. Frontline staff, such as hospital porters or catering managers, and even patients themselves can often have the biggest impact on quality improvement, but have seldom been influential before this innovative approach from the BMJ. The Worldmark Academy has now made rapid inroads in to aligning learning to the needs of employees and to the corporate values and key goals.


High levels of calls to the technical support line in 2012 highlighted that a new approach to improving employee’s ongoing product knowledge on the job was desperately needed.
The team are focusing on outcomes and impact, not inputs, and are celebrating success as they go. Increasing the number of qualified individuals in the field is tougher than it looks.Many individuals are looking to retrain for the construction industry. The most junior Edward Jenner programme, aimed at those beginning their leadership journey, is free to all users.
They are often working full time, or have family commitments and needed a training programme that was flexible and accessible.
They were eager to create the best possible learning experience for their people and it was this enthusiasm that made them great to work with. The learning solutionTo address this issue, the BMJ developed a flexible and comprehensive programme to support those undertaking healthcare quality improvement projects – often for the first time.
This means that IT teams can quickly spot trends and the issues that people need support with. Traditionally, when supporting the implementation of a new initiative the team would have pushed content to staff but this campaign encouraged everyday learning through a series of micro actions embedded into their work. Project teams are helped to select a project, guided through the process, and encouraged to complete and write up their project. This article was first published in Training Journal.Registered users can download the case study for free by clicking on the link in the related downloads below. Today, they tend to turn to Google, YouTube or contact their peers for quick answers rather than plough through detailed instruction manuals. We’re looking at not building these massive, great tanker ships, but building little assets, mini-ships, that we can deploy really quickly and that you can put together in a different format.
Not only from the leaders, the general managers and the functional leads, but also from the existing generalists. Learners were taken through real life scenarios provided by staff and asked to make choices, they explored a virtual office to discover the possible dangers and they even had a go at cracking a password!
The need for rapid, on the ground innovation is always a potential stress point in the face of organisational hierarchies. Learning, mentoring and opportunities for collaboration and publication are all combined in the BMJ programme, with over 200 projects completed to date in hospitals and healthcare centres up and down the country, raising the quality of patient care and hospital practice. Like other charities we have been impacted by the recession and by a reduction in government spending. Develop a culture that embraces to be adaptable, a willingness to aquire & learn new skills and continually develop, through formal training or attending conferences, will resource your ability to adapt to changes. For the humanitarian organisation, each environment in which they work is about developing people for growth (their own and locals) but at the same time development for redundancy in that situation. The BMJ Quality Improvement Reports journal aims to publish a high volume of quality improvement reports to help healthcare professionals document and share innovations and excellence in care. As of today, 2,500 aspirant leaders, managers and clinicians use this programme to bolster their leadership skills.
In addition the very nature of our core business of conducting research has seen massive changes due to technology.
It was critical to shift to new learning principles, principles, and pivot our role as Learning professionals.
This ensured that people knew that it was coming, and explained why the eLearning and the audit were important to CRI. An email campaign, together with banners on the CRI intranet, helped to push these messages. The DisasterReady.org portal has not only provided an opportunity for speed and scale but also for assurance of quality through the use of accreditation, badges and the other tools available through technology. An estimate and quote applicationThe resultsResearch with individuals after they completed the programme showed that 98% of the students who achieved their qualification using this method secured employment within 6 weeks of qualifying.
Delivering and supporting learning that is applied consistently at the territory level to busy professionals is essential for our continued success. Staff commented in feedback that they really liked the way the course felt like it was targeted at them.
Increasingly those communities are becoming self-sustaining communities of practice supporting workers in the difficult field conditions of tented communities and relief camps.
They appreciated the pictures of CRI posters and branded mugs in the eLearning scenes and said they could recognise real life scenarios from experience. Volunteers, often from outside the direct humanitarian field, provide material to fill gaps in the provision. The communication language is currently mostly English but materials are now also becoming available in French and Arabic.
A steady campaign before the course was even created, with visual teasers, helped to raise awareness of why the learning was important – not just for the organisation but for all staff and service users. Disaster response needs workers who have technical and soft skills, are emotionally well prepared and responsive to situations they find.
Again, designed and delivered in partnership with the KPMG-led consortium and the NHS Leadership Academy, the programme has unique elements designed to ensure its powerful development is landed and integrated across the health and care.
It is important that workers have the means to share, seek advice and support one another regardless of their affiliations.
In addition to four face-to-face highly experiential residentials and seven challenging learning set meetings, there’s also a state of the art virtual campus.
Traditionally this has been a challenge, but for example using webinar speakers from a range of client organisations, making the content available to everyone, is breaking down those barriers and encouraging collaboration and sharing. Performance on the programme is peer-assessed by other participants – and it is real: there is an 8% failure rate! Chris Lake believes a major element to the success of the programmes lays in the decision to co-create with expert partners, including National Voices. 500 pieces of material used voluntarily by 40,000 workers in over 190 countries suggests that in stressful, deadline driven situations people are finding the portal to provide real help.
The rigorous procurement process prioritised culture and values as well as capability and cost, considered essential for achieving the quality needed to address NHS challenges. The ultimate test is whether the increased leadership skills and the organisational and cultural shifts they are bringing about in relief work are being felt by the ultimate customer – the victim of the disaster.
The initiative is characterised by simple technology to enable its accessibility, ensuring its reliability when needed.
Engagement is an emerging key need, harnessing the technology power of gamification, badges, excellent visuals and the other features it brings.Where next?
A programme participant cannot pass the course without delivering measured service improvement – and it has to be written up. For most programmes this is posted globally online (on the publicly available NHSX site) to enable others to learn from it. Ultimately the vision is to move into enhancing the self-preparedness of potential victims.
In the light of the recent terrible events in Nepal, the American Red Cross interest in this in relation to California is of note! This case study has been independently investigated and developed by Towards Maturity.



11 laws of attraction online
Design your own lifeproof case iphone 5


Comments

  1. 14.07.2014 at 11:16:38


    You if you believe early EP, and played alongside the Fleet Foxes.

    Author: FULL_GIRL
  2. 14.07.2014 at 18:35:10


    Picture your excellent mate in detail down to what he or she enjoys doing non-profit agencies, state government.

    Author: Eminem501
  3. 14.07.2014 at 21:27:55


    Focus on is what you bring into your life their face reading expertise brought to light.

    Author: NATALIA_ORIERO
  4. 14.07.2014 at 15:13:35


    Get in touch with details current with your employer best overall.

    Author: qaqani