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The purpose of this paper is to discuss a model of couple intervention that has been specifically developed for helping people with intellectual disabilities who are experiencing relationship problems.

Among other suggestions, the model recommends assessing and working not only with the couple, but also with extended family and the service system. An agency staff, familiar with the couple, is frequently asked to act as co‐therapist.

Private couple therapy sessions have proven extremely valuable, along with specific strategies that focus on management of issues such as anger and jealousy, sexuality issues, ways partners can complement and compensate for each other's weaknesses, healthy boundary‐setting, having fun, and utilizing psychiatric consultation if necessary.

There is almost no other clinical literature on this topic. This paper offers practical suggestions and is quite unique in the field.

The authors contribute to scholarly understanding of the interplay between macro-level institutions and micro-level action by focusing attention on the ways the power of institutions works through mundane organizational spaces to constrain individuals as they interact with organizations. The authors explore these macro- and micro-connections between institutions and organizational spaces through a qualitative inductive study of an emergency department in a public hospital in Australia. Analyzing observational and interview data related to a waiting room and a corridor, their findings show how the systemic power of the state and the medical profession impacts micro-level action through organizational spaces. The authors find that the medical profession exerted power in a system of domination over marginalized patients through the waiting room as an exclusion space. At the same time, the state exerted discipline power over professional subjects through the corridor as a surveillance space. Individual resistance to institutional power over the ED was controlled by policing deviance in the surveillance space and ejecting resisters to the exclusion space. Their findings contribute to the literature by opening up new insight into how mundane organizational spaces convey institutional power by dominating and disciplining micro-level actions.

Since the 1980s UK academics have promoted the use of multiple regression analysis in property valuation. Recently, however, there has been growing recognition that regression models will be subject to aggregation bias if they fail to accommodate the existence of housing market segmentation (submarkets). In this study, we compare the empirical performance of a standard hedonic house price regression model for the city of Glasgow with a segmented model which recognises the importance of understanding the underlying market structure and, in particular, the existence of submarkets for different dwelling types. The results show that the (weighted) standard error of the segmented model is significantly lower than that of the market wide model. Consequently, we propose a two‐stage approach to the application of MRA techniques to residential valuation. First, following traditional institutional analysis of housing markets, the market should be subdivided into distinct structurally differentiated market segments. These segments can usefully be identified by principal components factor analysis which allows the identification of the most important common components in the housing bundle. Second, separate house price equations should be estimated for each market segment. Although the best‐fit equation may vary from sector to sector this is likely to reflect the behavioural realities of the property market, and will provide the basis for more accurate valuations.

The purpose of this paper is to explore the integration issues that are important to consider when attempting to implement the European Foundation for Quality Management's (EFQM's) Excellence Model in UK universities. The aim of this paper is to explore the role that integration plays in effecting this implementation and to see how, in practice, integration might be achieved.

A literature review reveals several factors in relation to integration. These factors were explored in four case studies of the implementation of the EFQM Excellence Model in UK universities.

Evidence was found to support the view that the more that integration took place, the more likely it would be that implementation would be effective.

The research only covers four cases and therefore is only generalisable back to theory rather than to the population of UK university academic units.

The paper proposes mechanisms for integrating the use of the EFQM Excellence Model into the organisation.

This paper makes a contribution to the understanding of integration and its effect on the implementation of a quality improvement methodology. Academic managers in universities (and possibly managers in other organizations) may find its recommendations useful if planning a similar implementation.

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.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

This paper aims to investigate how the roles, characteristics, expectations and evaluation practices of audit committees have adapted to regulatory change and what practices are most conducive to effective audit committees.

This paper uses semi-structured interviews with audit committee chairs and chief audit executives.

While new regulation is a primary driver of changes in the roles of audit committees, the audit committee’s role has evolved beyond regulatory requirements. Audit committees are taking a more active role in organisational governance and performance in key areas such as risk management. However, while audit committees have a clear concept of what characteristics committee members require, conceptual frameworks and mechanisms for evaluating the performance of committees and their members remain underdeveloped.

The responses of audit committees in Australia to broader regulatory trends suggest that more research is required into how audit committees function in practice, and into developing new frameworks for evaluating the committees’ performance. This paper provides an in-depth exploration of key areas of audit committee performance, and identifies aspects that might be further investigated.

The paper identifies key attributes of effective audit committees and especially the characteristics of audit committee members. The paper also identifies a need to improve – and in many cases create – performance evaluation frameworks and mechanisms. Given the international regulatory trend towards greater reliance on audit committees to improve governance, more policy attention is required on developing guidelines and assessment processes that evaluate whether audit committees are fulfilling their legislative mandate in practice.

The paper contributes to the relatively new and more specific discussion on reviewing and evaluating the performance of the board and its subcommittees.