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The case is suitable for strategy or entrepreneurship modules. It is designed to teach students about the importance of implementing formal processes when entering a growth phase as well as the complexities, unexpected costs, and benefits that growing a business can bring.

The case is aimed at MBA or Master-level students or executive education programmes as part of a strategy or entrepreneurship module.

Lattice Towers is a South African company in the telecommunications infrastructure sector. They are struggling to generate sufficient cash flow to sustain operations as a result of poor strategic decision-making regarding tower-build site acquisition. To compound matters, the owner has been struggling with health issues related to the stress caused by the crises that Lattice Towers is going through. Recently, however, a multinational publicly listed behemoth in the telecommunications industry, Helios Towers, offered to acquire the company. The acquisition offer seems like a saving grace to the owner; however, Lattice Towers is deeply personal to the him and he would not like to lose the brand. Furthermore, there is a tremendous opportunity for business growth due to the imminent increase in demand for tower infrastructure. But based on the challenging financial position the business currently finds itself in, he might not have the option to keep the business.

To develop a decision-making framework and strategy to navigate the business life-cycle stages, from survival to growth

Understand the concepts of uncertainty, risk, and liquidity premiums that apply to entrepreneurship

Understand the stress-related implications for entrepreneurs

Understand the psychological costs and benefits of entrepreneurship

Understand the personal financial implications for entrepreneurship

The transfer of management knowledge is usually seen as a formal process involving business schools, training courses and books. This paper aims to investigate the managerial content of TV drama programmes, considering the mechanisms that determine this and showing how this changes over time. The paper also shows how the content forms part of management discourse and how it may be used by viewers to understand what good and bad managers do and to modify their behaviour accordingly.

Two links are discussed: between the economic system and cultural products and between cultural products and the individual. Police drama series are used as an example to show how current management practices are mediated through popular culture and how they are legitimised.

The management styles and practices observed in police drama series have changed over the past 40 years to reflect the most recent trends. Bureaucratic management styles are shown in a negative light, whereas teamwork is shown positively. New trends such as the heavy use of consultants are also represented in recent programmes, providing evidence of how popular culture can make management practices part of managerial discourse.

Films and TV programmes are analysed by management scholars, but usually to illustrate a particular theme. This paper does not take the managerial content as a given but identifies mechanisms through which it is determined and shows how it changes. Additionally, it shows the relationship between content and viewer. It provides evidence of the role of popular culture in the transfer of management knowledge and of how management related contents change over time.

The care programme approach (CPA) is an important part of supporting people with mental health problems in the community and has been applied with variable success in services for people with learning disabilities. Investigation into service users' understanding of the CPA has been limited. We employed multiple methodologies to explore what service users with learning disabilities and additional mental health problems thought about the CPA process, and what their understanding of it was. We used the findings to work with other professionals to adapt the meetings in a way that was accessible and inclusive. We included this work in the service communication plan and produced guidance for care co‐ordinators and materials to be used at the meetings. The guidance and materials can be used by any service and will be available online.

This paper aims to investigate the shifting boundaries between two experiential categories – home and work – for office workers. The boundaries are both spatial and temporal, and the paper seeks to analyse how certain kinds of mobile technology are being used in such a way as to make these boundaries increasingly permeable.

The research involved both the collection of quantitative data using a survey tool, and the gathering of qualitative data through in‐depth interviews.

The paper finds that the mobile technology discussed enables work extension – the ability to work outside the office, outside “normal” office hours. This provides flexibility with respect to the timing and location of work, and makes it easier to accommodate both work and family. But at the same time, of course, it also increases expectations: managers and colleagues alike expect staff to be almost always available to do work, which makes it easier for work to encroach on family time, and also leads to a greater workload. The ability to perform work extension is, then, a dual‐edged sword.

The paper provides both managers and non‐managers with insight into the effects of providing mobile technology to office workers, and suggests some mechanisms to mitigate negative effects.

The paper explores the impact of mobile technologies on non‐mobile office staff.

The new Mental Health Act 2007 substantially amends the Mental Health Act 1983. In this article, some of the most important changes are highlighted, including changes to the definition of mental disorder, the new professional roles of approved mental health practitioner and responsible clinician, and the new powers for Supervised Community Treatment. The likely impact of these changes for people with learning disability and professionals working with them is discussed.

The paper aims to introduce the manner in which management and organization theory have viewed space and time as significant resources and to put forward a number of more contemporary views as to how space and time is both managed and experienced.

The paper adopts a postmodern approach in assembling what it regards as “fragments” from a variety of disciplinary discourses on space and time. Each fragment presents, putatively, a different voice, theme or motif which are intended to help the reader better understand the trajectories contained in the other papers in the volume.

The paper finds that conceptions of space and time are fundamental to the manner in which organizations are managed and organized and are a symbolic order inter‐related to themes of power and control. The manner in which we experience space and time is open to manipulation and specifically a form compression that displaces critical reflection and may make individuals prone to external locus of control. The manner in which time and space are linked to the suppression of human agency and the imperatives of capitalism cannot be overestimated and require reflexive consideration.

The paper, and the volume as a whole, recognises time and space as social constructions and thus open to “reconstruction”. Space and time are not simple a priori categories that are fixed, immutable absolutes and knowable entities. The recognition of the intersubjective “nature” of space and time is shown to help us better appreciate the different manner in which space and time is experienced and the manner in which space and time are used in the management of change.

There is a proven linkage amongst the theories, practice, and literatures of entrepreneurship, management, and leadership. Accordingly, this chapter explores these linkages in policing and criminal contexts. Traditionally, the police have adopted a combination of heroic, bureaucratic, and autocratic approaches to leadership although individual police leaders do utilise a wide variety of appropriate leadership styles including charismatic and Laissez–Faire leadership. Great Man theory also influences police leadership styles and actions. Other novel appropriate leadership styles such as ‘humble’ and ‘agile’ leadership are also considered because of their potential fit with entrepreneurial policing philosophy and practice. Police leadership is immersed in the Military model of policing discussed in Chapter 2 and this includes its semiotics and symbolism. There is an inherent and ongoing tension between two very different competing leadership styles namely the ‘Commander Model’ versus the ‘Executive Model’. Both are relevant in different circumstances.

The new concept ‘iconic biography’ (IB) is explained. Its impact on managers who aspire to lead their organisations to outstanding performance is described using contrasting examples from the public sector. The relationship between a leader's IB and their ability to influence organisational ethos and culture is also described with survey evidence as to the impact on staff attitudes and morale.