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There has been a lot of speculation about the impact of new information technologies on organisations and their members. But there have been comparatively few empirical studies in this area. Research carried out in the University of Glasgow Department of Management Studies over the past two years has sought to remedy this position.

How the boundaries of what management once considered acceptable work redesign have been expanded by new competitive pressures is demonstrated. Research evidence based on the experience of American multinational corporations shows how the approaches now being developed give employees considerably greater discretion and opportunities for skills development and improved performance than conventional “job enrichment” techniques. The sample of Digital Equipment Corporation (DEC) at its Ayr site in Scotland is used and the effects of high performance work systems examined.

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.

This paper aims to explore the theoretical and practical management implications of a case involving the falsification of hospital patient waiting lists for elective orthopaedic surgery.

This case study is based on qualitative schedule‐structured interviews with 20 senior hospital staff (managerial and clinical), including the head of the investigation team, downloads from the hospital website, and internal hospital documentation. Those data were used to construct an event narrative exploring the underlying causes and implications of the incident.

The blame for misconduct pointed at three surgeons, a senior manager, a general manager, an assistant general manager, one administrative staff member, and several organizational factors. In addition to censuring some of those involved, an investigation recommended changes to training and working practices, policies and procedures, governance arrangements, and organization culture, and led to an external evaluation of the hospital board. However, one year later, another similar incident occurred.

This is a single case, and events are viewed through a management lens, the individuals concerned being protected by research ethics considerations.

By detailing the sequence of events, surrounding conditions, and the reactions of multiple players, this analysis reveals typified responses to incidents of this kind, and the limitations inherent in post‐event investigations. If the benefits derived from national targets are to be realized in a manner which commands support from staff at all levels, then greater attention should be paid by managers and regulators to issues of transparency, responsiveness, and honesty. As core dimensions of good governance, managers must be accountable for helping to meet targets, and also for tracking how targets are met, ensuring that resources are made available, and that problematic issues raised are promptly and effectively addressed.

Studies of organizational misbehaviour are rare in healthcare where the focus often lies with patient deaths and injuries arising from system failures and gross individual misconduct. The analysis in this case explores the organizational conditions that contribute to such incidents.

The purpose of this paper is to explore the incidence of “extreme jobs” among middle managers in acute hospitals, and to identify individual and organizational implications.

The paper is based on interviews and focus groups with managers at six hospitals, a “proof of concept” pilot with an operations management team, and a survey administered at five hospitals.

Six of the original dimensions of extreme jobs, identified in commercial settings, apply to hospital management: long hours, unpredictable work patterns, tight deadlines with fast pace, broad responsibility, “24/7 availability”, mentoring and coaching. Six healthcare-specific dimensions were identified: making life or death decisions, conflicting priorities, being required to do more with fewer resources, responding to regulatory bodies, the need to involve many people before introducing improvements, fighting a negative climate. Around 75 per cent of hospital middle managers have extreme jobs.

This extreme healthcare management job model was derived inductively from a qualitative study involving a small number of respondents. While the evidence suggests that extreme jobs are common, further research is required to assess the antecedents, incidence, and implications of these working practices.

A varied, intense, fast-paced role with responsibility and long hours can be rewarding, for some. However, multi-tasking across complex roles can lead to fatigue, burnout, and mistakes, patient care may be compromised, and family life may be adversely affected.

As far as the authors can ascertain, there are no other studies exploring acute sector management roles through an extreme jobs lens.

The Mental Capacity Act 2005 (MCA) was fully implemented in October 2007 in England and Wales. This article reports on two similar, but separate, pilot questionnaire studies that examined the experience of consultants in old age psychiatry and consultants in other psychiatric specialities in the early implementation of the MCA pertaining to issues relevant to black and minority ethnic (BME) groups. Fifty‐two (27%) of the 196 consultants in old age psychiatry and 113 (12%) of the 955 consultants in other psychiatric specialities returned useable questionnaires. Eighty per cent or more of the consultants in old age psychiatry and consultants in other psychiatric specialities gave consideration to religion and culture and ethnicity in the assessment of decision‐making capacity (DMC). Almost 50% of the consultants in old age psychiatry reported that half or more of the patients lacking fluency in English or where English was not their first language received an assessment of DMC with the aid of an interpreter and 40% of the consultants in other psychiatric specialities reported that no such patients received an assessment of DMC with the aid of an interpreter.The low rate of using interpreters is of concern. The nature of the consideration and implementation of factors relevant to culture, ethnicity and religion in the application of the MCA and the precise reasons for the low rate of using interpreters in patients lacking fluency in English or English not being their first language require clarification in further studies.

Uses a case study to look at motivation, group interaction, communication, leadership and decision‐making. Concludes that the company is still faced with a number of problems in the process of a billingual dictionary compilation such as a loss of motivation due to the attitude of the chief editor and the boredom caused by the nature of work. Cites decision making as an issue in the absence of the editor and the need to bring in skill from other disciplines to assist in the process.

This article aims to apply the process of clinical governance to the management of patients with a major mental illness, living in the community, with a history of self harm and/or harm to others; and to design an early warning system to drive rapid intervention if patients miss a clinic appointment. This follows the recommendations of good clinical practice for this vulnerable group.

This paper aims to report on the development of a psychometric measure of insight, The Risk Insight Scale. This measure is intended to assess the insight and understanding of individuals with intellectual disabilities (ID) who engage in offending and/or risky behaviour. The measure assesses insight in two domains: insight into offending and/or risky behaviours and insight into the need for treatment for offending and/or risky behaviours.

Forty secure inpatients with ID were assessed using the measure. Preliminary data are presented on inter-rater and test–retest reliability, internal consistency and validity.

The data demonstrate that the new tool has good internal consistency, good inter-rater reliability and good test–retest reliability.

The psychometric measure must be completed by someone who is familiar with the patient. More data is needed to validate the measure at this stage. Further discussion is provided regarding insight as a construct and its role in risk assessment.

The psychometric measure is both of potential benefit in clinical settings with regard to informing risk assessment and case management and may also serve as an effective tool in intervention outcome evaluation and academic research trials.

The generation of new tool to support and enhance risk assessment, specifically in supplementing assessment of insight in individuals with ID with offending and/or risky behaviour.