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Through a review of historically famous cases and a chronicle of neurotechnology development, this chapter discusses brain structure and brain function as two distinct yet interrelated paths to understand the relative contributions of anatomical and physiological mechanisms to the human brain–behavior relationship. From an organizational neuroscience perspective, the chapter describes over a dozen neuroimaging technologies that are classified under four groupings: morphologic, invasive metabolic, noninvasive metabolic, and electromagnetic. We then discuss neuroimaging variables that may be useful in social science investigations, and we underscore electroencephalography as a particularly useful modality for the study of individuals and groups in organizational settings. The chapter concludes by considering emerging science and novel brain technologies for the organizational researcher as we look to the future.

Describes a case study of a subsidiary of a major computer company which has achieved and is attempting to sustain cultural change in turbulent times. Outlines a “leadership for change” programme to move towards a more customer‐oriented culture. Presents a performance management model emphasizing the need to focus on values, practices and behaviour. Details a programme aimed at implementing the values and stresses the importance of maintaining enthusiasm and energy to change an organization′s culture.

The welfare state as suggested and recommended by the Beveridge Report of 1942 and as subsequently applied since the mid 1940s, is a far cry to the welfare state which exists today in Great Britain, for, as a result of economic pressures, the recession, various other factors, and particularly the political ideology of the present Tory government under Mrs. Margaret Thatcher and Mr. John Major which has been in power since 1979, it becomes clear that the golden age of the welfare state has lost much of its shine. Should the present government continue in office after the next general election, it could well be that the welfare state will dwindle into non‐significance. Indeed, there is currently a crisis in the British welfare state when compared with the ideals of Beveridge of freedom from want and providing people with their needs.

Describes an approach to management development which makes it easier for trainers to demonstrate how they add value in their organizations. The approach focuses on the real needs and issues of the people attending and encourages them to take action in ways that have an immediate pay‐off for them and their organizations. Describes a typical intervention which has been carried out in a wide variety of organizations during the past ten years. This comprises a two‐part workshop with further work carried out before and after the workshops. Some of the processes involved during the workshops are described in detail, and common issues that have emerged for managers, such as dealing with feelings, and getting and giving support, are explored. Addresses the implications for trainers and the organization of using this approach and concludes that it is only by focusing on the real day‐to‐day problems of managers that trainers can demonstrate that they add value.

The purpose of this paper is to outline an integrative, high-level, neurocomputational theory of brain function based on temporal codes, neural timing nets, and active regeneration of temporal patterns of spikes within recurrent neural circuits that provides a time-domain alternative to connectionist approaches.

This conceptual-theoretical paper draws from cybernetics, theoretical biology, neurophysiology, integrative and computational neuroscience, psychology, and consciousness studies.

The high-level functional organization of the brain involves adaptive cybernetic, goal-seeking, switching, and steering mechanisms embedded in percept-action-environment loops. The cerebral cortex is conceived as a network of reciprocally connected, re-entrant loops within which circulate neuronal signals that build up, decay, and/or actively regenerate. The basic signals themselves are temporal patterns of spikes (temporal codes), held in the spike correlation mass-statistics of both local and global neuronal ensembles. Complex temporal codes afford multidimensional vectorial representations, multiplexing of multiple signals in spike trains, broadcast strategies of neural coordination, and mutually reinforcing, autopoiesis-like dynamics. Our working hypothesis is that complex temporal codes form multidimensional vectorial representations that interact with each other such that a few basic processes and operations may account for the vast majority of both low- and high-level neural informational functions. These operational primitives include mutual amplification/inhibition of temporal pattern vectors, extraction of common signal dimensions, formation of neural assemblies that generate new temporal pattern primitive “tags” from meaningful, recurring combinations of features (perceptual symbols), active regeneration of temporal patterns, content-addressable temporal pattern memory, and long-term storage and retrieval of temporal patterns via a common synaptic and/or molecular mechanism. The result is a relatively simplified, signal-centric view of the brain that utilizes universal coding schemes and pattern-resonance processing operations. In neurophenomenal terms, waking consciousness requires regeneration and build up of temporal pattern signals in global loops, whose form determines the contents of conscious experience at any moment.

Understanding how brains work as informational engines has manifold long-reaching practical implications for design of autonomous, adaptive robotic systems. By proposing how new concepts might arise in brains, the theory bears potential implications for constructivist theories of mind, i.e. how observer-actors interacting with one another can self-organize and complexify.

The theory is highly original and heterodox in its neural coding and neurocomputational assumptions. By providing a possible alternative to standard connectionist theory of brain function, it expands the scope of thinking about how brains might work as informational systems.

Presents 35 abstracts from the 2001 Employment Research Unit Annual conference held at Cardiff Business School in September 2001. Attempts to explore the theme of changing politics of employment relations beyond and within the nation state, against a background of concern in the developed economies at the erosion of relatively advanced conditions of work and social welfare through increasing competition and international agitation for more effective global labour standards. Divides this concept into two areas, addressing the erosion of employment standards through processes of restructuring and examining attempts by governments, trade unions and agencies to re‐create effective systems of regulation. Gives case examples from areas such as India, Wales, London, Ireland, South Africa, Europe and Japan. Covers subjects such as the Disability Discrimination Act, minimum wage, training, contract workers and managing change.

Looks at how the Labour Party in the UK re‐organized and regenerated itself between 1983 and 1992 and suggests that, as a result, the party has an over‐reliance on corporate marketing and management, to the detriment of party democracy. Also believes that overcentralization of decision making took place, particularly with regard to the reporting of market research data, a central function at the heart of modern electioneering. Discusses some of the problems which this caused and the changes which have taken place since the departure of Neil Kinnock in 1992.

Temporal dimensions of work is about how individuals perceive the concept of “time”. Time is the critical success factor in any organisation. This article focuses on the theme time, diversity and team performance with an attempt to emphasise that time acts as a mediator between the group and its performance in organisations. The question addressed in this paper is whether the different temporal dimensions of the diverse work force affects the team performance. The study also attempts to understand the impact of task meaningfulness, performance norms and organizational temporal orientations on the team performance in diverse work force.

This is the second of two linked articles on the question of union autonomy; the first appeared in the previous issue of this journal. It considers state control and approach to union autonomy in the wider context of state controls on unions′ bargaining activities including industrial action. Two questions are posed: whether there is any “balance” between state respect for union autonomy and state confidence that union collective bargaining activities take place within a legally prescribed framework; and how the state in the UK was able to shift so rapidly from the traditional, voluntary approach and the incipient neo‐corporatism of the 1970s, to the detailed and onerous regulation of union internal and external activities in the 1980s and 1990s.