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The first of two articles, discusses the problems of seeking to introduce organizational development interventions into a major Health Service organization. In particular, the paradox is that the leaders of major change issues are themselves caught up in the instability that the interventions create in their attempts to manage major environmental and political demands. Despite the planned emphasis on regular evaluation and review, senior managers often found it impossible to be objective and impartial in relation to the data being revealed about their own “patch”. Defensive and dysfunctional competitive behaviours were unintentionally created by this formal review process. Offers suggestions about how to make these types of survey process more directly useful to managers and staff.

Describes and reviews one major initiative within the context of a ten‐year organization development strategy. Outlines the key steps involved in extending a performance management and planning process to over 600 supervisory and clinical staff. Indicates that high levels of external uncertainty and change can have a disabling effect on senior managers. This effect also has implications on the ability and scope for middle managers to play a direct and active role in the change interventions. A key lesson is the need to continually support managers to work with their own staff to help the new systems to be understood and to operate them effectively. The final section reviews the main lessons and how previous work will act as a foundation for ongoing initiatives based on principles which are consistent with the original OD strategy.

Roger Akers, 43, has been appointed managing director — trading by Manders (Holdings) plc. He will assume responsibility for the groups trading activities as distinct from its property interests. He is currently managing director of Inmont Ltd.

Heat sealable barrier foil packaging for corrosion‐free storage. Abbott's Packaging Ltd., New Soutgate, London N11, has joined the growing list of packaging specialists offering SEET moisture and gas resistant barrier foils. The material is Ministry of Defence approved and offers high performance protection against adverse atmospheric effects on valuable equipment or hygroscopic products such as chemicals, cosmetics, pharmaceuticals and food.

Acorn steps up colour powder coating production. Acorn Exal, Milton Keynes, is planning to double its colour powder coating output. This, according to the company, is because of the way demand is going. It says that the market for colour powder coatings, which are used primarily in architecture, is growing rapidly.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.