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The problems facing many US health care organizations may prove critical for survival for many of them. Outlines the nature of the problems: increased patient demand, tensions among personnel, technological innovation, cost‐conscious purchasers of care, the need to improve cost‐efficiency, and barriers to change within organizations. This last presents a number of problems that may often seem intractable and are peculiar to this type of organization.

The phrase “learning organization” has existed in the literature for several decades. Senge popularized the term in the 1990s; however, other writers have made significant contributions to this topic. The leadership literature, although vast, lacks specificity. At the intersection of these two concepts, the literature lacks a needed link that describes the specific actions that a leader can take to achieve the transformation to a learning organization. This paper examines the actions that a leader can take in order to transform an organization into a learning organization and studies four leaders of widely diverse organizations. The research indicated that leaders who were successful in implementing the learning organization concept used it as the solution to a business problem, while devoting time and attention to the transformation. The findings have widespread implications for practitioners, adult educators and for future research.

Analyses how HIV/AIDS has affected African Americans, who are acknowledged as a vulnerable racialized group, along with Puerto Ricans. Defines the term of racialized social system as a society where part of the stratification system is designed to reank people based on their racial classification. Sheds light on AIDS and ethnicity through copious use of figures and tables. Summarizes that there is little control over tehir own community economics for African Americans, legitimately, as HIV runs riot. Urges a race‐conscious approach to the HIV/AIDS epidemic.

Competitiveness is an important personality trait that has been studied in various disciplines and has been shown to predict critical work outcomes at the individual level. Despite this, the role of competitiveness in groups and teams has received scant attention amongst organizational researchers. Aiming to promote future research on the role of competitiveness as both an adaptive and maladaptive trait – particularly in the context of work – the authors review competitiveness and its effects on individual and team stress and Well-Being, giving special attention to the processes of cohesion and conflict and situational moderators. The authors illustrate a dynamic multilevel model of individual and team difference factors, competitive processes, and individual and team outcomes to highlight competitiveness as a consequential occupational stressor. Furthermore, the authors discuss the feedback loops that inform the different factors, highlight important avenues for future research, and offer practical solutions for managers to reduce unhealthy competition.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).