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Describes how, to produce results similar to that of a small aggressive company, ICL has taken empowerment one step further by transforming some of its business units into subsidiary companies working under the ICL umbrella. Asserts that diversity is one of the keys to ICL′s continued profitability. Contends that empowerment has been instrumental in the creation of a more dynamic, efficient and results‐oriented organization. Focuses on an individual business unit, looking at the empowerment process from this perspective. Concludes that huge progress has been made and the company will maintain and develop its innovative and flexible culture.

This article presents examples of culture clashes in global joint ventures and shows how to overcome them. As organizations expand their business globally, they are faced with cultural differences in individual, organizational, and national cultures. Typical daily clashes are highlighted among American, Japanese, Asian, and European managers during routine business activities such as business meetings, presentations, and technology transfers. The uniqueness of each culture is compared and contrasted during such processes. The author also presents the Multicultural Management (MCM) Process, which has been developed and presented to over 1,000 managers worldwide as an effective method in enhancing their culture competency when dealing with international management issues.

Managers and leaders are faced with organizational decisions that impact policies and procedures every day. Managers and leaders in this post‐Enron era are required to make decisions that support the fair and ethical treatment of employees, and act in ways that are perceived as ethical and responsible. There is a pressing need to develop strategies for increasing organizational justice and promoting responsible decision‐making.

We begin with a discussion of leadership, emphasizing the difference between transactional and transformational leadership. We then go on to describe different decision‐making styles that have been validated by research and put into practice in many organizations. Next we examine the nature of organizational justice and how attention to justice issues has both theoretical and practical significance. Following these discussions, we present an integrative model of leadership, decision‐making, and justice.

We demonstrate, with real‐world examples and practical scenarios, how this model can be used to create a “great” company or “best” organization.

Although many of the suggestions and recommendations are based on the best evidence to date, future studies should focus on the connections between traditional measures of effectiveness (e.g. profit, productivity, competitiveness) and the qualities of leadership, decision processes, and justice addressed in this paper.

This article describes strategies for improving morale, exercising strong leadership, making critical decisions, increasing performance, and promoting a positive corporate image.

The paper presents a new look at the relationships among leadership, decision‐making and justice. The article has value to business, corporate, and agency leaders who desire improvements to their organizations using a strategy that focuses on sound judgment and a just and responsible outcome.

AT LOUGHBOROUGH UNIVERSITY we made a film to celebrate the Library Association centenary, and the cost was less than a tenth of what most people understandably predicted. We managed by confining ourselves to simple equipment and uncomplicated locations, and by exploiting the willing services of the university's modest and overworked Audio Visual Aids Unit (whose salaries and overheads were not in our budget). We had remarkable cooperation from librarians, teachers, administrators, students and members of the public in our East Midlands area. Now whether the results match the occasion and the subject is not for us to say, but you are cheerfully invited to test for yourselves by hiring or buying the film for your own institution or group at the rates quoted at the end of this paper.

This article sets out to explore three differing approaches from three agencies to supporting and treating people with a learning/intellectual disability who have sexually offended. The three agencies are: Waymarks in the United Kingdom, York Central Hospital Behaviour Management Services and Vita Community Living Services both in Ontario, Canada. Each agency provides services to a similar population of offenders with disabilities. Though each client engaged in vastly different behaviour, all clients have been identified as having sex offending history and as having a high likelihood of offending again in the future. As the organisations evolved, differing approaches to the provision of service developed. For the three agencies, it can be argued that there was a very limited range of theoretical models available when each organisation developed. Consequently each agency developed their service according to the needs and ‘best fit’ of the people they were supporting with the available resources at that time. This meant that services developed as a direct response to the need and were designed to best fit the need with the resources to hand at the time. As a result, three different models of service arose, all of which have had real success with meeting the needs of people with learning/intellectual disabilities who have sexually offended, while providing support and treatment in differing ways. This article will examine some of those differences.

There are many different ways for the general public to express their views about the range and nature of our services. Throwing a supermarket trolley through the window, storming out threatening never to darken our shelves again and dumping a bag of overdue books in the fishing lake are three recent pointers to me that maybe I'm not completely in touch with the needs of the local community. These may well be entirely appropriate gestures but I much prefer more subtle messages, especially when it comes to opinions on my book selection.