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Addresses the issue of behaviour modification in the workplace ‐ or more specifically changing (modifying) the way managers behave towards employees. Proposes that changing undesirable behaviour to desirable behaviour can be achieved by following five basic steps which employ the technique of positive reinforcement.

Briefly looks at ways on how to receive feedback from an employer or boss. Includes the following as key pointers: prepare to receive feedback; understand the feedback; contribute new information; analyse the feedback; agree on the next step; summarize the discussion; and finally, give positive reinforcement to your boss.

Describes a four‐step procedure to stop your boss watching you. Discusses preparing to talk to your boss, meeting and talking about the situation, agreeing to a solution, and concluding the meeting.

Suggests why anticipating your boss’s reactions is important: it helps you to perform better, keeps you out of trouble and makes your job more pleasant. Proposes a four‐step process for understanding your boss (select a framework, understand and determine behaviour styles, and decide how to work with the boss’s style) and discusses each step in detail.

Suggests six steps towards helping your boss make better decisions. Outlines each step and uses brief conversations to demonstrate how the step can be achieved effectively. Summarizes the six steps, breaking them down into various elements.

Being a good team player is a highly sought‐after skill. Demonstrates how to become a better team player within your organization by following some simple guidelines.

Discusses the importance of feedback to employees and how they can instigate the process. Provides details of a procedure for obtaining feedback from a reluctant boss, and supplies examples of dialogue to initiate conversations.

Your boss has a couple of habits that drive you crazy. If he or she would just change them your job would be so much more satisfying. Presents a five‐point plan to modify the way your boss behaves.

Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..