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Women have been sexually harassed on the job as long as they have been in the workplace. Everyday many women are subjected to sexual activities they do not want. These assaults violate not only their bodies but also their right to freedom and privacy. Although both men and women can be victims, women are more often the target because men are usually in positions of greater power and women are in the vulnerable position of being subordinates. Sexual harassment exists throughout the academic and business world, but here people have been even slower to recognise its impact. Some researchers have suggested that victims of sexual assaults and rape often carry emotional scars that last longer than their bruises, and the impact of sexual aggression extends far beyond the victims. Even the fear of being sexually attacked disrupts victims from enjoying life to the fullest. Many victims “compulsively” and anxiously bolt their doors fearfully investigate unknown and grotesque noises, refrain from going out alone, and worry that their behaviours and clothes might be seen as provocative.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb010606. When citing the article, please cite: Adebowale Akande, (1993), “The Glass Ceiling: Women and Mentoring in Management and Business”, Equal Opportunities International, Vol. 12 Iss: 4, pp. 14 - 21.

Researchers have begun to study the relationships between human resources management practices and Biblical personalities′ organisational characteristics such as competitive strategy, analysis and technology. Joseph′s strategic planning skills and good analytic work in stating the result of his evaluation unequivocally and in terms meaningful to the pharaoh is examined. The human resources department is being presented with an opportunity to become a significant player in the management team. The wider implications are discussed: changes in the business environment demand a faster‐paced approach to human resources planning.

A definition of “Creativity in Management” is advanced as referring to the ability to solve problems in an exceptionally competent and original way. Creative managers are people who, by their own abilities and propensities or through learning, can receive great satisfaction from creative processes that are accompanied by new, original, adaptive (serving a function), meaningful and fully developed (competent) products. Since creativity is an ability, it must be translated into behaviour before the results can help either the individual or the organisation. The proposition is made that raw creativity alone may not necessarily lead to productive results. Creativity needs to be buttressed by support from the organisation and good managerial skills to obtain good results. It is also asserted that encouraging creativity and innovation provides opportunities for managers to influence the course of organisational productivity.

A review of a two‐week management exercise for training organisers in Nigeria. Comments are made on the art and ingredients needed to integrate training and participants′ goals/ resourcefulness.

Sponsors are the key to success in the corporate world. People jumped on the success train with tickets from their sponsors — their mentors. A mentor was defined as someone approximately ten to fifteen years older, successful, secure, mature, and thoroughly committed to the sponsorette's development; indeed, a cross between teacher, uncle, wet nurse, cousin, guru and sugar daddy. They are professionally paternalistic and serve in a “god‐parent” role. It is becoming clear that corporate romance occurs much more frequently than most people care to admit. Hunt and Michael explored the concept of new managers having a mentor and discovered four stages to the mentoring relationship. The first is the inititiation phase, where the more powerful and professionally recognised mentor recognised the apprentice as a protégé. The second is the protégé phase, where the apprentice's work is recognised not for its own merit but as a by‐product of the mentor's instruction, support, or advice. The third is the break‐up stage, where the protégé goes off on his or her own. If the mentor/protégé relationship has not been successful to this point, this will be the final stage. However, if it has been successful, both parties continue on to the lasting‐friendship stage. Here the mentor and the protégé have more of a peer‐like relationship. The protégé may well become a mentor but does not sever ties with the former mentor.

Presents an experience‐based model which is an approach to management training and development, and describes a management course with an integrated framework. Distinguishes between team process and team task, and introduces team building as a way of achieving organizational objectives as well as a vehicle for overcoming “any other unspoken bottlenecks” to team skills acquisition.

In the beginning, organisations were exceedingly simple. There were chiefs and tribes, or kings and subjects or owners and tenants or bosses and workers. With the advent of the Industrial Revolution, it got more compli‐cated. There were stockholders, board of directors, of‐ficers and employees. Now it is too complicated ‐ with stakeholders and/or, shareholders, chairman of the boards and/or chief executives, corporate presidents and/or chief operating officers, assorted vice presidents, managers and employees. Naturally, the modern organisation ‐ being complicated, even Byzantine ‐ is much more subject to trouble, or even breakdowns, than its predecessors, says Bennis.

Assesses the current status and future prospects of quality and productivity improvement efforts in business, especially in America. Presents a picture of the state of the art of quality as a way of life in the service sector. Lots of service operations lag behind manufacturers in making quality improvement a part of the corporate culture, not just an add‐on programme.

Mentoring has become a very popular concept ‐ too popular, according to some studies (1,2,3), the idea is simple: an older, more experienced individual helps or shepherds a younger person grow and advance in the formative years of the individual's career by providing advice, support, and encouragement. Good teachers, coaches, parents, and bosses all take on some mentoring functions, and in the past one or two decades formal mentoring programmes have been set up in the business environments.