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An analysis of the practical application of the Team Management Resource designed by Charles Margerison and Dick McCann in the Training Agency (formerly the Manpower Services Commission) is represented. The results represent the completion of the instrument by 855 managers in the Commission and compares these results with those produced by Margerison and McCann for a wider, more general sample of managers. Several differences are noted between the two samples and some possible reasons for these differences are proposed. The article samples were obtained principally during training events (normally Team Development, although the instrument was administered during developmental events) and suggests implications for trainers and training in its use.

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.

This issue is a selected bibliography covering the subject of leadership.

Why is Team Management Important? Success or failure in business is a result of whether people work together effectively in teams. Some organisations have a very good record in teamwork. These include companies like Shell, Citibank, Hewlett‐Packard, IBM as well as smaller organisations. When we look at the performance of the major Japanese companies over the last 30 years we again can see the amazing results of effective teamwork. Names like Sony, Hitachi, Toyota, Nissan, NEC, Honda and others have swept to world leadership in their industries. We can only conclude they are doing something very effectively.

The training of commercial aircrews in team management is now being recognised as a priority. This article reviews one major intervention with Trans Australia Airlines.

Team management and teamwork are critical in the cockpit of a jet aircraft. The crew manage a complex set of interactions on which numerous people depend for their safety. Airlines worldwide have now recognised the need to train aircrew in team management principles. Until recently attention to the management side of flight operations has limited itself to the rostering arrangements and backroom office systems and procedures that support aircrew. The Aircrew Team Management Programme (ATM) designed by the authors for Trans Australia Airlines consists of a three‐day workshop with follow‐up sessions and simulator training. The prevailing culture in airlines is examined. An action research approach to gathering data for the management programme, its educational design and development, its key elements and implementation and tuition are discussed. It has been accepted by the crew as a valid and relevant form of training.

Introduction Every year millions of pounds are invested in designing and constructing massive development projects such as factories, refineries, housing estates, hospitals and similar ventures. The management problems associated with such work are immense. Rarely can one organisation do the job, therefore a number of separate contracting organisations come together to do the different mechanical, electrical, building, chemical and other technical functions.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The personalities, style and job demands of top ranking police officers have never before been seriously analysed. Here, by using a management development survey, key personality characteristics and the management and interpersonal styles of top ranking officers are identified. The views of chief officers are discussed, together with an examination of the necessary qualities required. Ways in which senior officers can improve their performance through management training and development and how this can assist their professional growth and development, are emphasised.

Industrial psychologists are increasingly being asked to consult with organisations on the management of change. This article describes a case and the implications for professional practice in this area of managerial psychology.