Browsing by Author "Neal, Derrick J."
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Item Open Access Supply chain management in SMEs within the defence / aerospace Industry - a case of simplification or increased complexity?(2001-02-01T00:00:00Z) Moore, David M.; Neal, Derrick J.; Antill, Peter D.This paper presents an overview of the rapidly changing nature of the European defence and aerospace industry. In particular the paper identifies a number of key issues associated with the dynamic of supply chain management in respect of Small to Medium-sized Enterprise’s (SME’s) at the 2nd, 3rd and 4th tier levels. A number of issues are raised concerning the current/future relationships between SME’s and prime contractors. Particular emphasis is placed on buyer/ supplier power and the development of SME strategies in response to the industry changes. The paper suggests a number of areas that need to be researched to investigate the developing view of strategy and strategic options for SME’s in light of the industry re-structuring within the context of the concept of strategic fit andItem Open Access The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development(2016-09-16) Neal, Derrick J.; Boutselis, P. S.; Bennett, J.Using the Kelley (1992) Followership Style instrument this study explores the role and perceptions of Followership within the UK Ministry of Defence. In particular, within the Armed Services and the Civil Service it was apparent from the literature that only the RAF formally recognised the role of Followership within their Leadership staff development programmes, hence the research aimed to see whether this was reflected in self-perceptions of Followership Style and the extent to which it is applied within the organisation. The analysis concluded that the analysed sample (298 responses) produced an atypical profile compared to other studies that have used the instrument. The RAF showed statistically significant higher scores than the other Armed Services or the Civil Servants and scores increased with Rank/Grade. The analysis also highlighted that the individuals seemed not to be recognised as good Followers by their leaders, they appeared not to recognise their reports as good Followers and in all cases the organisation seemed not to recognise their value. These aspects provide scope for further research to better understand the organisational culture, processes and practices that appear to act as a barrier to the extraction of the benefits of having good Followers even in an area where Star Followers dominate.