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It is commonplace to talk of the UK's National Health Service (NHS) as having its inception in 1948 in an Act of Parliament which brought together many hundreds of widely dispersed organisations into one, new organisation, “the” NHS. This paper aims to challenge the concept of “a” National Health Service and to argue that the (seeming) accomplishment of this “organisation” is the daily task of health managers.

The paper develops a theoretically‐based analysis of how an “organisation” is accomplished through ongoing processes of construction. First, critiques of the ontological status of this thing called “organisation” are considered. Then Laclau and Mouffe's discourse theory of political action, inspired by Derrida and Gramsci is used, to try to understand this apparent “thing” and the work of those charged with its management.

There has been little application of this theoretical perspective to understanding management in general and health management in particular but, given the highly politicised nature of health management, their theoretical perspective seems more than apposite. Application of Laclau and Mouffe's theory to the NHS leads to the conclusion that there is no such “thing” as the NHS. There is, rather, a presumption of the thingness of the NHS and one of the major tasks of managers working “within” this organisation is to achieve this sense of thingness.

This is “work in progress” – these ideas continue to evolve, but feedback from readers is necessary.

This is the first time that Laclau and Mouffe's work has been used to analyse health organizations. The value of the paper is mostly for people working to develop critically‐informed understandings of how organizations work.

Presents 31 abstracts, edited by Johanthan Morris and Mike Reed, from the 2003 Employment Research Unit Annual Conference, held at Cardiff Business School in September 2003. The conference theme was “The end of management? managerial pasts, presents and futures”. Contributions covered, for example, the changing HR role, managing Kaizen, contradiction in organizational life, organizational archetypes, changing managerial work and gendering first‐time management roles. Case examples come from areas such as Mexico, South Africa, Australia, the USA, Canada and Turkey.

This article presents the basic framework of the Brisoux‐Laroche conceptualisation of the brand categorisation process. Included is a complete description of the model. The importance to managers of fully understanding how and why consumers categorise brands into the evoked, hold, foggy and reject sets is discussed. Sample results are presented. The major contribution is that a number of actionable marketing strategies are presented for brand managers to employ, given that they are aware of how their brand is categorised.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Ask about the factors that most contribute to organizational success and it is a safe bet that effective leadership will come pretty high on anyone's list. No wonder so many companies are willing to allocate substantial resources for development programs in this area. Like Massachusetts‐based EMC, for instance. The US information infrastructure provider has embarked on an aggressive program of growth involving product revamps and the acquisition of over 35 new companies. One inevitable consequence of this is the huge strain on its 5,000 managers, directors and vice presidents. So much so that by 2009 end the leadership ranks will need to increase by some 20 percent to cope with the extra demands. EMC's leadership development program is a joint enterprise with Teacher's College Columbia University. The aim is to identify what makes its rising talent inimitable and then make the acquisition of these unique qualities an integral part of the learning curriculum.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Purpose – The purpose of this chapter is to enhance understanding of misbehavior through an exploration of film and TV treatments of workplace relations.

Methodology/approach – Analysis of examples of misbehavior drawn from film and TV within a theoretical framework informed by formal and substantive rationality.

Findings – Workplace definitions of misbehavior are multi-faceted, contextually specific, and both perspective- and power-dependent. They are constructed within workplace settings, where expressions of formal and substantive rationality intersect with everyday working practices.

Research limitations/Implications – The discussion is limited by the mainly fictional character of the resources used.

Practical implications – The chapter illustrates how representations of organizations as “rational” are limited and how more complex understandings of rationality might contribute to a more nuanced view of the co-production of workplace misbehavior practices by managers, workers, and/or unions.

Social implications – The chapter illustrates how multiple rationalities may be expressed and socially embedded within specific workplace settings.

Originality/Value of chapter – The focus on mainly fictional examples drawn from popular culture to interpret workplace behavior is the chapter's most distinctive feature.

Following Bakhtin, organizational discourse scholars have examined ways in which organizational actors draw on and negotiate historical texts, weave them with contemporary ones, and transform them into future discourses. This paper examines how this practice occurs discursively as members in a high‐tech corporation conduct an organizational change.

This paper interprets discourse excerpts from meetings of a project team in the western US. Through participant‐observation and discourse analytic methods, the data gathered consists of field notes, over 33 hours' worth of team meeting conversation and five hours of interview data.

Through the use of represented voice, organizational members work out how an action or practice has sounded in the past as spoken by another member, and they articulate how proposed organizational changes might sound in the future. By making these inferences, members are able to discursively translate between a single situated utterance and organizational practices.

The analysis suggests that organizational change occurs when people temporarily stabilize the organization through the voicing of current practices (as references to what “usually happens” via what is “usually said”) and new practices (as references to what might be said in the future). It is when these practices are solidified and made real through these translations between identity, voice, and organizational practices that members are able to draw comparisons and transformations between “past” and “future” language, and thereby experience and achieve organizational change.

The paper furthers our knowledge of how organizational members discursively negotiate meanings during the process of organizational change through a specific discourse pattern.

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.

During 1994, Pierian Press began experimenting with the integration of the concepts and respective strengths of both Standard Generalized Markup Language (SGML) and MARC. These experiments were driven by pragmatism and self‐interest. Pierian Press publishes classified, analytical bibliographies—classical knowledge constructs—which the press and its authors would like to make available for loading on local library systems so that they can function as “maps” unto that subset of literature the respective bibliographies encompass.

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.