A case for active social marketing

Abstract

This study was undertaken by William Keyser and Tim Sharpe of Metra Oxford Consulting Limited with the Oxford Centre for Management Studies, supported by the Midland Bank Limited and the Gatsby Charitable Foundation. The report is intended as a contribution to the national debate on manpower policy. It focusses on the way policies are administered and the degree to which they have the effects intended. It compares the way manpower policy is administered in Britain, West Germany and Sweden and suggests ways in which the effectiveness of the system could be increased. There is much in this report that is of interest, but we have selected chapter 2, Conclusions, to reproduce here. This gives a good summing up of the authors' recommendations and should encourage those interested in this field to study the report in full. Also of interest is what the report has to say about the role of the Manpower Services Commission—a topic on which there has been remarkably little comment in Britain. The conclusions below are derived by the authors from points argued in the chapters which follow, but are not a complete list of all that might be drawn. They are based on the notion that while Britain has many of the necessary components of successful manpower policies, their orientation is lacking in two respects: one is a set of declared national goals and the other is an operational system set up with the objective of meeting the needs of individuals.

Citation

(1976), "A case for active social marketing", Industrial and Commercial Training, Vol. 8 No. 2, pp. 58-63. https://doi.org/10.1108/eb003521