Partnerships with people
A Department of Trade and Industry case study

Page 1: Introduction

Organisations ought to consist of people working together in an atmosphere of open co-operation. At first glance there doesn’t seem to be any commonality between a major producer of chemicals and a small spring manufacturer, nor between a major retail company and a small graphics company. What do a police force and a secondary school share? These organisations and many more are at the...
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Page 2: Does this mean management is changing?

The 1990s certainly have seen a marked shift in management attitudes and practices from those of the 1980s. This comes from the understanding that it is the customer’s needs and aspirations around which the company must focus and the realisation that the attitudes and commitment of all the employees must be engaged to most effectively meet those needs. To flourish in the modern working...
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Page 3: How does it feel to work in such organisations?

They become exciting places in which to work because there is always an element of change in the atmosphere. These are companies which enjoy the respect and dedication of their workforce because the employees feel they are respected and trusted. As an operator at Appor Limited said, ‘I love the changes because now you are involved from beginning to end of the planning process.’ This...
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Page 4: A new way of working

An examination of typical, successful companies and organisations shows that this new way of working can be broken down into five separate areas or Paths, parts of good business practice that could be examined and improved. These are: SHARED GOALS – understanding the business the company is in SHARED CULTURE – agreed values binding the company together SHARED LEARNING...
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Page 5: Shared learning

Continuously improving everyone in the company...Successful organisations consider people to be their most valuable resource which needs to be continuously developed. Employees in such companies are able, consistent, co-operative, responsible and better equipped to solve problems. Structured systems of personnel development, such as Investors in People (IiP) have been shown to be of particular...
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Page 6: Conclusion

The Five Paths To Sustained Success is a model based on the experiences of many competitive organisations. How management introduces them and at what speed will, of course, depend on the culture of the individual organisation. It has been demonstrated that the transition from a so-called command and control organisation, where the person at the very top made all the decisions and expected everyone...
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