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Den-Ching A Lee,1,2 Elissa Burton,3,4 Susan Slatyer,5 Alessandro Jacinto,6 Déborah Oliveira,7 Christina Bryant,8 Anjali Khushu,9 Elizabeth Tiller,9 Aislinn Lalor,2,10 Moira Watson,5 Natasha Layton,2 Natasha Brusco,2 Keith D Hill2,11 1School of Primary and Allied Health Care, Faculty of Medicine, Nursing and Health Sciences, Monash University, Frankston, Victoria, 3199, Australia; 2Rehabilitation, Ageing and Independent Living (RAIL) Research Centre, Monash University, Frankston, Victoria, 3199, Australia; 3Curtin School of Allied Health, Faculty of Health Sciences, Curtin University, Bentley, Western Australia, 6102, Australia; 4enAble Institute, Faculty of Health Sciences, Curtin University, Bentley, Western Australia, 6102, Australia; 5Centre for Healthy Ageing, Murdoch University, Murdoch, Western Australia, 6150, Australia; 6Faculty of Geriatric Medicine, Federal University of São Paulo (UNIFESP), São Paulo, Brazil; 7Medical School, Faculty Postgraduate Department of Psychiatry, Federal University of Sao Paulo – UNIFESP, Sao Paulo-SP, Brazil; 8Melbourne School of Psychological Sciences, University of Melbourne, Melbourne, Victoria, 3010, Australia; 9Department of Geriatrics (Falls Prevention Service), Peninsula Health, Frankston, Victoria, 3199, Australia; 10Department of Occupational Therapy, Monash University, Melbourne, Victoria, 3199, Australia; 11National Centre for Healthy Ageing, Monash University and Peninsula Health, Frankston, Victoria, 3199, AustraliaCorrespondence: Den-Ching A Lee, School of Primary and Allied Health Care, Faculty of Medicine, Nursing and Health Sciences, Monash University, Moorooduc Highway, Frankston, Victoria, 3199, Australia, Tel +613 9904 4662, Email angel.lee@monash.eduIntroduction: Carers play a critical role in supporting older people with health problems to remain living at home. This study aimed to understand the role and quality of life of older carers of older people and identify strategies used to manage their own h

This paper is a reflexive account of the approach being used by a PhD researcher undertaking research-in-progress for an Australian Research Council funded project investigating the role of management development at BankWest. The paper makes explicit the influences structuring the research, traces the evolution of the longitudinal case study design and discusses the usefulness of a contextualist perspective for conducting field research in an organisation that is now transitioning from a small bank headquartered in Western Australia to the major entity in HBOS Australia, part of a multinational banking group. The value of applying a Habermasian framework overlaid with a reflexive interpretation to the research process is illustrated, comment is made on the use of narrative in change research and reflections made on the process to this point.

This thesis is about an unfolding management development process over time. Interconnections influencing corporate capability are explained and insight provided into the social construction of strategic organisational change. Studies of strategically-focused change don’t generally address the part management development plays in innovation and corporate capability construction. This research thus fills a persistent knowledge gap in the understanding of the way management development is provided within organisations and the value of the process. This empirical study is in the process research tradition. A longitudinal, in-depth case study of BankWest, an Australian financial services company undergoing significant change between 1997 and 2009, is used to investigate how management development is constructed and assess the role it plays in constructing corporate capability. This unique study combines a constructionist paradigm, a contextualist and a processual design, temporal bracketing strategies and a narrative analysis to scrutinise organisational change and innovation, detail the role of management development, and identify its constitutors, enactors and integrators. Through linking literature on management development, capability, change and innovation, a novel and interwoven analysis of strategic change endeavours is produced. The findings of this study show that management development can be an enabler of strategy to gain or maintain organisational competitive advantage and to design, apply and advance change approaches. Through the adoption of a capability-driven perspective, strategy can be actualised, desired managerial identity and behavioural productions can be facilitated, and organisational capability and manager capability can be aligned to achieve strategic, operational and professional outcomes. The manager of management development is identified as the central player crafting the strategic change endeavours’ purposes, practices and positions through

The effect of temperature on skeletal muscle ATP turnover, pulmonary oxygen uptake and single fibre ATP and PCr content was studied during intense cycling exercise. Six healthy male subjects performed 6-min intense (Δ50%LT-VO(2peak)) cycling, at 60 rpm, under conditions of normal (N) and elevated muscle temperature (ET). Muscle biopsies obtained from the vastus lateralis at rest, 2 and 6 min were analysed for homogenate ATP, PCr, lactate and glycogen, allowing estimation of anaerobic ATP turnover. Freeze-dried single fibres from biopsies were characterised according to their myosin heavy chain composition (type I, IIA or IIAX) and analysed for ATP and PCr content. Pulmonary gas exchange was measured throughout. There was no difference in pulmonary oxygen uptake between the trials. The elevation of muscle temperature resulted in a lower (P < 0.05) PCr content, higher (P < 0.05) lactate content and greater (P < 0.05) anaerobic ATP turnover after 2 min of exercise. There was no effect of temperature on these measures at 6 min. In single fibres it was observed that in ET, there was a lower (P < 0.05) PCr content in type I fibres after 2 min with no differences between conditions after 6 min. The present study demonstrates that elevation of muscle temperature results in a greater anaerobic ATP turnover and type I fibre PCr degradation during the initial 2 min of intense exercise.

Three recent studies of workplace-based frontline management development have mapped some significant changes in how the relations, practices and beliefs about manager learning are being re-positioned to placing people first. In tension, within a discourse of enterprise, these workplace practices are extending manager identity, building manager networks and establishing learning agendas. However, the fluid structure of the management development technology also enables the traditional consumption of elite representation of managing. This paper accumulates some findings of the three related studies to present a broad modelling of what appears to be a high leverage technology that can build enterprise capability. What is most evident is that the complexity of workplace based learning re-positions people development managers at the heart of culture change.

Management development in Australia has been repositioned by the increase in frontline management programmes that have now involved 100 000 managers as participants and mentors. This paper discusses research into frontline management development in the Western Australian minerals and energy industry and indicates outcomes for managers, organisations, and business. The paper addresses the paradox of constructing learner driven programmes within an atmosphere of regulatory imperatives and illuminates how managers can extend their managing selves within a system that mandates the achievement of defined management qualifications. The research supports emerging theory that the complexity of workplace learning generates new patterns, relations and spaces of learning, scaffolded by new network learning partnerships, where the brokerage role of external agencies is a critical component.

For more than a decade the vocational education and training (VET) sector has been subject to a number of reforms as a consequence of National Competition Policy, but more specifically due to the introduction of the National Training Framework (NTF). While market advocates extol the gains these changes have made to efficiency and effectiveness in VET, critics have pointed to actual and potential damage to traditional VET clients and providers. This paper reviews these developments and reports on research among four Western Australian registered training organisations (RTOs) - two public and two private - and explores managers’ and teachers’ views of the market, competition and ‘reform’ in their organisations. Our results suggest that competitors in the new marketised, corporatised VET sector cannot be distinguished in terms of a public-private divide. Orientation to education as product rather than service characterises those who feel they are travelling well in the current climate. Determining the impact of market reform on outcomes, rather than process, will require further research.