Gender differences in the perceptions of wildlife management objectives and priorities in Australasia

It is now well established that men and women often differ significantly in their attitudes and responses to workplace situations, challenges and policies. The aim of this study was to examine the effect of gender on perceptions and priorities held by Australasian wildlife managers. Data were collected via a questionnaire distributed during December 2002 – February 2003 to members of the Australasian Wildlife Management Society (AWMS) and registrants of the 2002 AWMS annual conference. The results show that there are now significantly more female AWMS members than there were in the early 1990s, a possible indication of a change in the wider wildlife management profession in Australasia. Consistent with previous research, male respondents held different views from female respondents about wildlife and wildlife management. In particular, male respondents were significantly more likely to express the ‘management/consumptive use of wildlife’ perspective than female respondents. Interestingly, this gap was observed only in the 18–30-year age category. The paper examines what these differences might mean for the future of wildlife management in Australasia.

Graduate evaluation of engineering management studies at Deakin University

Australia has long recognised the importance of the inclusion of management studies in undergraduate engineering courses. A survey of recent graduates of the engineering programs at Deakin University was undertaken to evaluate the effectiveness of the management studies in those programs. The survey respondents suggest that those management skills most highly valued by graduates were generic professional practice skills, and that more opportunities to develop these skills in undergraduate studies would be beneficial. Survey respondents suggested the inclusion in the course of more ‘real world’ examples of engineering management.

Views from the executive suite : lessons from the introduction of performance management

Performance management introduced to the senior health executive levels in the New South Wales public health care system included the senior executive service in 1989 and, as a key element of that service, performance agreements in 1990. This is the first qualitative study examining senior health executives' personal experiences of these changes. In consideration of what has been learnt from the most relevant literature and this study, this paper concludes that the introduction and implementation performance management is a continuous process. This process includes the key steps of planning, measuring, monitoring and evaluating. It can be used as a means to achieve overall effective organisation performance by bringing in a two way management process for the organisation and its senior health executives.

Taxonomy and survey of location management systems

In wireless mobile computing, location management is introduced whenever users move from one place to another. In order to track a mobile user, the system must store information about their current location and report new locations to a home base station. Numerous techniques have been proposed to optimally manage the location of mobile hosts in mobile networks. This paper attempts to present a more structured and comprehensive analysis of the current location management techniques architectures and their technology enablers. We discuss some of the principal issues involved in location management and present a taxonomy and survey of location management strategies that have been proposed in the literature over the years for mobile computing systems.

The propagation of technology management taxonomies for evaluating investments in information systems

To provide managers with a critical insight into the management of new technology, this paper uses a case study research strategy to examine the technology management experiences of a leading UK manufacturing organization during its adoption of a vendor-supplied Manufacturing Resource Planning information system.

Procurement of construction facilities: a case study of design management within a design and construct organisation

Presents a case study of design management within an Australian design-construct organization on a large residential apartment project, with the purpose of identifying and analysing issues associated with the organization, responsibilities and stages of development in a typical design-construct project. Discusses the nature of introspection in the Australian construction industry, the shift in procurement methods, the design and build approach, whole life issues, the need for a design manager, and the role of the facilities manager. Profiles the case study organization and its contracts and procurement methods, before focusing on weaknesses in the company, the role of the project design development manager in leading the design team, managing the design consultants, and interacting and advising the developer in relation to design decisions. Suggests from the exercise that: the project manager should remain the overall project leader, manager and interface between design, cost, programme, buildability, construction and user requirements; the design manager should be responsible for issuing all documentation; and the design cost manager should be responsible for verifying that the design developed accords with project budgets, project brief and quality requirements in conjunction with the design manager.

Sir George Simpson : 19th century fur trade governor and precursor of systematic management

Purpose – Sir George Simpson, the Governor of the Hudson's Bay Company (HBC) from 1821 to his death in 1860, was the subject of numerous biographical works that described various facets of the man including his managerial abilities, literary prowess, physical stamina, abundant energy, extensive art collection and ethnological specimens. Two related aspects of his outstanding management style have been overlooked: the genesis of his management style and where it can be placed in the evolution of management practices during the 19th century.

Design/methodology/approach – Primary data from the Hudson's Bay Company archives plus secondary sources.

Findings – Simpson's management abilities came from his grammar school education and his apprenticeship to a counting house. More importantly, it can be attributed to his association with his mentor Andrew Wedderburn, his dedication to the HBC, and his high level of physical and intellectual energy. His information intensive management style was also a significant precursor to systematic management, which occurred later in the 19th century.

Research limitations/implications – Future research should examine other examples of the evolution of management during the 19th century, particularly the transition from sub-unit accountability to systematic management.

Originality/value – The paper emphasizes the importance of managers in making management systems work.

Towards a critical theory of sport management

This article argues for the theoretical and practical possibilities of applying critical theory to sport management research.