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Provides six key steps for discovering what motivates your boss. States that there are many possible motivators, and provides examples. Suggests things to watch out for. Highlights the importance of age, and stresses that motivators change continuously.

The Internet, since its commercialisation, has expanded with tremendous rapidity. This development has been still further assisted by the creation of the World Wide Web, which has caught the imagination of users around the world. As the marketing and provision of goods and services over the Web continues to grow, the missing factor appears to be a well‐accepted and well‐trusted method of paying for these products and services. This paper discusses the problem of internet payment systems (IPS) and reports the results of a research project which attempts to identify and classify effectiveness criteria for IPS. The project was undertaken by means of a Delphi survey of experts in IPS usage and classified types of IPS providers, as well as the factors which each group considers most important. This information was used in the development of our set of IPS effectiveness criteria.

Posits that everyone has certain habits and preferences (pet peeves) for coping in today’s world, Bosses too! Recognizing and identifying your boss’s pet peeves is essential to developing a strategy to satisfy the boss’s desire while keeping your sanity.

The ways of coping with a boss in the everyday work situation are discussed. Selecting a strategy to enable problems to be tackled effectively – i.e. quit and run or change jobs within the organisation, are evaluated, in the face of a boss who criticises, or who never offers encouragement.

Discusses some of the problems inherent in moving into a management position in an anecdotal fashion. Describes potential areas of difficulty in style, communications, handling problems, job expectations. Concludes with a series of recommendations as to how best to manage the job of being a new manager;

Discusses the frustrating situation of the boss telling your employees what to do without informing you. Suggests various strategies to deal with this: being prepared to ask; presenting your case; requesting that no more bypassing occurs; giving positive reinforcement; and follow‐ups.

With the large number of people each employee must work around and see daily, and the wide spectrum of backgrounds, it is almost a sure bet that conflicts will occasionally arise. There may be personality clashes, misunderstandings, miscommunications, disagreements, or just plain dislikes. Whatever the reason, every employee, sooner or later, must learn how to cope with, or handle, conflicts.

A simple method of requesting increased resources is suggested, with useful tips for the faint‐hearted.

This prescriptive piece looks at loyalty as an important part of a relationship with an organisational superior. It presents six “steps” in demonstrating loyalty: preparing to recognise loyalty situations; identifying loyalty situations; deciding whether to demonstrate loyalty; preparing to show loyalty; showing loyalty and accepting thanks. Presents a scenario which “talks through” these six steps.

This short, prescriptive article looks at some of the reasons why superiors may hoard information, and presents a practical, step‐by‐step framework aimed at changing the behaviour of an information‐hoarding boss. Nine steps in this process are described.