One of the major intentions of the Conservative governments of the 1980s was to redraw the landscape and map of industrial relations. They aimed to achieve this by means of a combination of measures: political initiatives and campaigning; a changed economic and social environment; and most directly a programme of industrial relations legislation that increasingly curtailed the role and influence of trade unions. This book examines the policies and associated legislation directly intended to change union behaviour. It considers origins, purpose, and impact on union behaviour and structures, focusing in particular on the role of ballots as the central mechanism chosen for changing union decision-making. The changes that occurred as a consequence of this legislation are placed in the wider union context and the relative influence of the balloting legislation is assessed against other developments affecting union behaviour, including the strategies adopted by the unions' leaders. It finds the results were not always as intended by the Conservative governments. In a concluding chapter the authors ask whether the framework created in the UK will be an exemplar or exceptional case when compared with developments in other European countries. The book is the result of research carried out over almost a decade by a highly experienced and respected team who base their analysis on interviews, detailed analysis of legislation and union rule books, and a series of indepth case studies. This richly detailed and authoritative book will be essential reading for anyone who wishes to understand how the changing framework of labour relations affected changes in union behaviour. The book will thus appeal tostudents and academics working in industrial relations, human resource management, labour law, labour economics, and politics. Employee relations practitioners and policy makers - managers and trade unionists - will also find it useful for increasing their understanding of the purpose and effect of the legislation.

This is a companion to the highly successful GP Quiz Book 1. It enables interactive learning and rapid identification of new areas of knowledge. Questions and answers on a range of disease management topics are covered with material sourced from the British Medical Journal and the British Journal of General Practice. The practical application of research findings and advisory statements is unique in presenting both fact and authoritative opinion. The book includes questions model answers and references for each question for those who wish to study that topic in more detail. It can stimulate discussion for individuals or those in a group setting. Students and all professionals working in healthcare will find it essential reading and reference.

Flourishing enterprises excel at their current activities, spot changes in their operating environment early and develop the agility needed to embrace new threats and opportunities. Huw Morris uses his experience from a broad spectrum of enterprises to explain how Enterprise owners, Directors and Managers can use practically a range of established techniques to improve enterprise performance. The three-part book opens with a focus on Continuous improvement. After consideration of critical to quality (from the perspective of customers) and critical to process factors, there is a focus on building quality into work and the plan, do, check, act cycle as a foundation for continuous improvement. Other improvement tools such as "5 Whys," Ishikawa (fishbone) diagrams, Force Field Analysis and Effective / Attainable analysis are described before an acknowledgement of the need to balance efficiency / continuous improvement and innovation. The second part of the book - Raising Agility - promotes broader thinking about the future of an enterprise as a platform for improving its ability to respond to changes. After a short diagnostic to provoke a self-assessment of the agility of an enterprise, S curves are used to identify the "As Is" in terms of its position on the growth journey and the distinctiveness of capabilities. To help develop an understanding of business environment forces, there is a discussion of buyers, sellers, new entrants, the threat of substitute products and overall competitive rivalry. A further well-established framework - the 7S is then used to help broaden thinking about the overall enterprise, with a particular focus on values. Following the broad assessment of the "As Is," there is a switch to considering future scenarios and strategic themes to guide the development of the capabilities required for continued success in the changing world. A particular case is made for establishing a transparent linkage between the overall Mission, Core Values and Vision for an enterprise and the initiatives people are asked to spend time on. As a means of reducing the risk of "unintended consequences" the use of the "future wheel" technique is recommended. The agility discussion closes with consideration of adaptive planning as a means of preventing the planning process becoming a barrier to change. The third theme in the book is building stakeholder commitment. Discussion of employee engagement / passion is complemented by a recommendation that plans should be put in place to help the development of engagement of all stakeholders. This book is particularly targeted at enterprise executives who have not attended business school.