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Discusses Shakespeare’s Chronicles and their links to organizational behaviour. Highlights lessons from history for those seeking to exercise power successfully and manage both individuals and groups.

The Roman Empire illustrates how change occurs in complex social systems. An analysis of: the effects of transformational leadership and transactional leadership styles in complex social systems; and the relationship between leadership style and the social context is conducted. Julius Caesar is shown to have failed to create a new method of governing Rome. Augustus Caesar, however, created the basis for the Roman Empire. Their careers show that change which is incremental and does not violate the core culture of a system is more likely to transform a social system than more radical, transformational methods.

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.

This paper aims to discuss the concept of “literacy” within the new literacy, new literacies and library and information science (LIS) discourses. It proposes widening the prevailing LIS conceptualization of adolescent literacy, which focuses largely on information literacy in academic settings, to a broader, information practice-based, sociocultural framing that encompasses the full range of adolescents’ everyday life contexts.

The author presents a literature review and personal reflection on a series of adolescent information activities to show the value of framing the LIS discourse on adolescent literacy within a broader sociocultural perspective.

Based on the discussion, the author proposes a framework for future investigations of adolescents’ literacy practices that views adolescent literacy as fundamentally social and communicative; multiformat; multicontextual; multigenerational; and culturally situated.

A broader sociocultural approach to the LIS information literacy discourse can lead to deeper understanding of the co-constructed and collaborative nature of adolescents’ new literacies practices. It can also enable stronger recognition of the impact of power and privilege on adolescent literacy practices. Finally, this essay shows the value of reflecting on adolescent information activities for challenging narrow views of literacy and highlights the social embeddedness of new literacies activities in adolescents’ everyday lives.

The most generally accessible and entertaining history of Britain remains Sellar and Yeatman's 1066 and all that which, notwithstanding the title, begins in 55 B.C. with the landing of Julius Caesar in Britain, and not with the assumption of the English throne in 1066 by William, the Conqueror (Sellar & Yeatman, 1930, ch. 1). But even though there are only two dates in the book, it is the later date which is, as they rightly say, “memorable.” This used to be part of a shorthand history of Britain which every schoolboy knew: the seaborne invasion of England, the death of Harold with an arrow in the eye at the Battle of Hastings, the addition of French to the mixture of Saxon, Norse and Latin that already made up the local language. When last summer I visited the French town of Bayeux so that I might at last view the tapestry about which I had read as a small boy, but in which the graphic evidence of Harold's demise is now the subject of some dispute, I discovered something my teachers had never told me. There in the record of the Tapestry is Harold swearing allegiance to William; so that when, two years later, Edward the Confessor died childless, William set sail to claim his inheritance. Or at any rate, that is what the French story is, based on existing Norman sources, of which the Bayeux Tapestry is an important component.

This paper aims to look at Shakespearean characters and to help managers to discover their strengths and weaknesses and learn from Shakespeare, one of the best psychologists of all time.

Six manager types according to Shakespeare are examined in this piece and comparisons to famous managers of today are drawn.

It was found that Shakespeare's heroes, in their glory and their faults, do not differ too much from today's managers. So if you study Shakespearean leaders, you can prevent errors you may otherwise make as a manager.

The paper shows that managers can: learn more about themselves through Shakespeare; use a story as an indirect approach; prevent errors Shakespearean leaders already made; and understand that Shakespeare is one of the best psychologists and executive coaches.

While there have been some works on leadership in Shakespeare, this paper helps managers to find out more about themselves via Shakespeare. What might look like a detour will turn out to be a shortcut, as it is easier to talk about other people's faults (here: Shakespeare's leaders) than about your own.

According to the play, Julius Caesar liked to have men about him that were fat, and the conspirator with the lean and hungry look asked: