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The use of interactive, case method and other experiential teaching has a very recent history in the Czech and Slovak educational systems. Before the “Velvet revolution”, courses were typically taught using non‐interactive lecturing. Along with the recent introduction of the free market economy has come a real need for business administration courses. The Czechoslovak Management Center has attempted to introduce and foster interactive techniques through direct training and through pairing western and Czech/Slovak Faculty in the classroom. Experiences during the first 18 months revealed market resistance to interactive methods among some local faculty and students. Reviews issues which impinge on receptivity to interactive teaching on the part of Czech and Slovak Faculty and students. Identifies lessons learned and makes recommendations.

Post‐socialist countries have more challenges in the change process than merely creating a market economy. Communism eroded the work ethic, created organizations where employees considered it their right to steal from the company, management as a profession was never understood, and party loyalty and networks were the most important criteria of advancement. Suggests that teaching management out of this context creates its own challenges.

In this chapter, we will be exploring the concept of the Lesser Peace revealed in the Tablets of Bahá’u’lláh founder of the Bahá’í Faith, who offers this inevitable future state of global peace and unity. A time that all citizens of good faith and a thriving and flourishing economic system aspire towards. We will offer some ideas on the role of business and the implication of current and future economic systems in contributing towards that Lesser Peace, will be highlighted along with some key concepts that will form the flow of this chapter: (1) the interdepence of the peoples and nations of the earth (2) the unity in the economic sphere and (3) how the welfare of the part means the welfare of the whole and the distress of the part brings distress to the whole. At the centre of our chapter is the key element for reaching this elevated New World Order, which will derive from ‘the spiritualization of the masses’ in connection to a new economic and business paradigm.

The rapid growth of spirituality in the workplace and organization generally, topically and applications, is of major importance for enterprise leaders, HR officials, organizational members and change agents. After providing a working definition of “workplace spirituality” some of the dynamic factors are identified which are contributing to its fast growth. This discussion includes some of the key behavioral ideas and models providing a foundation for these developments. Several case type summaries illustrate the richness and potency of spirituality applications in organizations. The concluding section provides a brief speculative discussion of future developments.

The article introduces the Utopian vision of managing people at work described in Abraham Maslow’s book Eupsychian Management. This essentially foresees a time when organizations are managed by self‐actualising people along lines which would encourage the self‐actualisation of people from all levels of the organization. Maslow’s vision was that this would lead to really effective organizations and a much improved society. The article considers how far such movements as quality of working life, TQM, empowerment and autonomous working groups have moved us towards this sort of management practice. There are definite moves in this direction but considerable constraints on making the practice universal, even though there is growing empirical evidence that positive human resource practices lead to improved efficiency and effectiveness.