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Strategy, organisation change, leadership.

MBA Level/Managing Change and Leadership courses.

This case follows the journey of Malcolm Wall Morris, Chief Executive Officer of Dubai Multi Commodities Centre (DMCC), in his transformation of the organisation from a slow, unfocused organisation to one that is operationally efficient with a positive culture. The case ends by pushing students to think beyond the structural and cultural changes that took place, to the next level of change that must happen for DMCC to ensure sustainable growth.

Understand issues that are related to change management in an organisation and being aware of the potential ways to manage it; recognize the role of leadership in driving and managing change; recognize that the issues discussed are not limited to the case of DMCC, but are applicable to all other organisations who seek sustainable growth in the long run.

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This chapter draws upon the sociological concept of rationalization to explore the role and practice of sports medicine. It highlights attempts by the profession to create a rationalized model of health care for sports participants – particularly those involved in high-performance sports settings and the enabling and constraining elements of its enactment.

The chapter explains how changes in the organization of sports medicine have dovetailed with the increasing rationalization of sport which has been significant in enacting changes in sports medicine that are aligned with a more rationalized model of care.

Key findings from the literature highlight the difficulties of implementing rationalized health care policy into practice. Specifically, the chapter examines macro-organizational changes to the structure of sports medicine and the extent to which sports medicine represents a rationalized model of health care by virtue of micro-organizational constraints.

While the discussion draws upon a breadth of research by sociologists of sport who have examined sports medicine practices, the chapter draws heavily on the UK model of sports medicine care in high-performance sport and thus the conclusions may not be wholly transferable to non-UK and non-sports contexts.

Regional‐newspaper and internet‐publishing group Johnston Press is equipping its senior executives to meet the challenges of the future through an action‐learning program. Founded in Falkirk in 1767, Johnston Press is one of the UKs oldest and largest publishing groups. Comprising 26 companies, it publishes more than 200 local newspapers and 93 local Internet portals, all of which provide news, sport, features and information. Originally a family firm, the group has grown into a £290 million business with around 5,500 employees.

INFORMED CONCERN for the pre‐school child was the motive which brought together five research assistants from varying backgrounds in 1977, to set up an Early Childhood Information Centre at the Froebel Institute (Roehampton Institute of Higher Education) in south London. It is a matter for profound regret that all work on the centre ceased in March 1978, but it is also an experience familiar to anyone who has worked on a Job Creation Project.

THE New English dictionary on historical principles founded mainly on the materials collected by the Philological Society, edited by James A H Murray, forty‐four years in the making, and now known the world over as the Oxford English dictionary holds an unchallenged place in that remarkable series of substantial works of learning and scholarship planned, nurtured, and executed in the latter half of the nineteenth century. The Rolls series, the Dictionary of national biography, and at the turn of the century, the Cambridge moderm history and the Victorian history of the counties of England, all bear witness to the tremendous, almost incredible, energy of the Victorian middle classes who, sometimes holding academic posts at the universities, or perhaps earning their bread as publishers (regarded then as one of the very few commercial pursuits allowed to gentlemen), formed clubs and learned societies to occupy their ‘leisure’ hours, and conceived and brought to fruition their costly schemes for ambitious publishing programmes, refusing to be deterred by years of unremitting toil which consumed their time, their money, but never sapped their vision or their dedication.

AS A RESULT of present economic problems in Britain and attendant cuts in spending, there is a need to achieve maximum cost‐effectiveness in all sectors of public spending including libraries. This article examines a simple method by which economies could be made in buying multiple copies of books. It is assumed that unless librarians have freedom to buy a single copy of any book they choose, they will not achieve the breadth and depth required of first‐class libraries, be they in the public sector or in academic institutions. Perhaps second copies need cause little concern, but a pilot survey of a polytechnic library revealed cases where as many as four, six or even eight copies of the same edition had been bought on one occasion before the effectiveness of a lesser purchase could have been evaluated.

In this year, 1985 was the Comet seen? Presaged by plague and pestilence of the blood, spreading alarm from the West Coast. In Mexico was earthquake. In Columbia volcanic eruption. In Latin America everywhere, inflation. In Africa the people starved, whereas in Europe was food made waste. By the power of television was one good man, Geldof, moved to collect a great sum; invoking the panoply of Stars and IT (wherewith ComSat). But more mysterious ways will yet be required if governments are to be moved, as the peoples are moved.