Bob McLellan: General Manager, Personnel, Reed Corrugated Cases

Article Abstract:

Reed Corrugated Cases (RCC) General Mgr of Personnel Bob McLellan's experience in personnel management has put him in a good position to manage the workforce at RCC, which was acquired by Svenska Cellulosa Aktiebolaget (SCA) in Aug 1990. McLellan was attracted to RCC because of the opportunity to put employee involvement theory into practice. RCC increased employees' wages so that no one was paid the minimum wage, and reduced the amount of risk pay. In exchange, the firm wanted the capability of planning its business in terms of capital expenditure, which involved informing unions of changes and involving employees in the management process. McLellan believes in developing employee trust and support for change from the workforce by informing employees about all organizational developments, whether good or bad. The takeover by SCA should have no effect on RCC's open management style.

Fiber cans, drums & similar products, Case studies, Mergers, acquisitions and divestments, Container industry, Participatory management, Svenska Cellulosa AB, column, McLellan, Bob, Reed Corrugated Cases

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Metamorphosis in the NHS: the personnel implications of trust status

Article Abstract:

The UK government has reorganized some National Health Service (NHS) authorities as trusts to introduce market forces into health care provision. NHS trusts are being introduced to increase the efficiency of the medical facilities, make the facilities more responsive to the needs of patients, and reduce costs. The personnel functions of the new NHS trusts will be different than those under the old system. Personnel departments in the new NHS trusts will take on more strategic functions and become involved in planning. Under the old system, activities such as wages, terms, conditions, and collective bargaining were done on a national scale, but these personnel functions now will be done by the personnel departments of the individual NHS trusts.

Health care industry, Social policy, United Kingdom. National Health Service

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Michael Clarke: chief executive, Local Government Personnel and Management Board

Article Abstract:

UK Local Government Personnel and Management Board (LGPMB) chief executive Michael Clarke is overseeing the Board's merger from two separate boards, the Local Government Training Board and the Local Authorities Conditions of Service Advisory Board, into one group. The goals of the LGPMB are to provide more direct and comprehensive industrial relations management and training advisory services at the national level. Clarke, who became chief executive in April 1990, believes his biggest challenge will be to make the two boards cohesive within one year. He plans to focus specifically on recruitment and retention and to provide strategic guidance to managers about information technology.

Management, Labor relations, Clarke, Michael, United Kingdom. Local Government Management Board

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