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Business schools have a moral responsibility to educate students who will behave both ethically and effectively in the workplace. Educating business students to address the complex challenges of the modern business world requires more than helping students understand content; it requires aiding them in developing the social and emotional competencies that they will need to apply regardless of the role or industry in which they work. Viewing the classroom as a complex adaptive system (CAS) can create opportunities to experiment with activities, exercises, and assignments that allow students (and the professor) to develop skills related to self-awareness, interpersonal relationships, and responsible decision-making. This chapter first explores the necessity of social–emotional learning (SEL) for today’s business leaders. Then it considers how a mental model of the classroom as a CAS facilitates a mindset of experimentation and activity development that contributes to student SEL. The chapter concludes with examples of activities that professors have used to facilitate SEL using a mental model of the classroom as a CAS and suggestions for experimentation in the classroom.

In 1930 the Euston Street, London, laboratories of the British Non‐Ferrous Metals Research Association were established— ten years after the founding of the Association. ‘Open Days’ were held recently and the laboratories were honoured by a private visit from the Duke of Edinburgh. Readers will remember the article we published last October on the Corrosion Section of the B.N.F. by its head, Dr. P. T. Gilbert. The following is a general outline of the work of this Research Association as a whole.

The purpose of this paper is to examine human resource development (HRD) in the UK National Health Service (NHS), and particularly in two Welsh NHS Trusts, to help illuminate the various ways in which learning, training and development are talked about. The NHS is a complex organisation, not least with its recent devolution and separation into the four distinct countries of the UK. Within this, there are multiple and often conflicting approaches to human resource development associated with the various forms of employee, professional (nursing, medical etc.), managerial and organisational development. How people are developed is crucial to developing a modern health service, and yet, with the diverse range of health workers, HRD is a complex process, and one which receives little attention. Managers have a key role and their perceptions of HRD can be analysed through the discursive resources they employ.

From an interpretivist stance, the paper employs semi‐structured interviews with seven Directorate‐General Managers, and adopts discourse analysis to explore how HRD is talked about in two Welsh NHS Trusts.

The paper finds some of the different discourses used by different managers, including those with a nursing background and those without. It examines how they talk about HRD, and also explores their own (management) development and the impact this has had on their sense of identity.

The paper highlights some of the tensions associated with HRD in the NHS, including ambiguities between professional and managerial development, the functional and physical fragmentation of HRD, conflict between a focus on performance/service delivery and the need to learn, discursive dissonance between the use of the terms training and learning, a delicate balance between “going on courses” and informal, work‐related learning, inequities regarding “protected time” and discourses shifting between competition and cooperation. These tensions are exposed to help develop a shared understanding of the complexities of HRD within the NHS. The paper concludes with a summary of the different discursive resources employed by senior managers to articulate and accomplish HRD. These are “surfaced” to enable managers and HRD practitioners, amongst others, to construct common repertoires and shared meaning.

The aim of the paper is to understand and define how the polyphony of management is constructed in interaction and to describe this through concrete management meeting cases. Polyphony refers to the diverse voices of various organization members, and how these voices are present, disclosed and utilized in management.

The study is based on the social constructionist and discursive perspectives of management, which question the traditional, individualistic approaches of management. The issue was examined through a qualitative case study by analysing the micro‐level management discourse in three healthcare organizations.

Discursive practices that enhance or inhibit polyphony are often unnoticed and unconscious. Key moments of management discourse are an example of unconscious mundane practices through which members of organizations construct the reality of management.

The empirical results are locally contextual. In the future, research will be able to apply the approach to diverse contexts as well as link micro‐level discourses to the construction of broader health and social management discourses.

The paper increases the understanding of how to enhance participation and staff contribution, and how to utilize the knowledge of all members of the organization.

Both managers and other staff members are fully involved in the social construction of management. Micro‐level discourse should be paid attention to in management work as well as in the education of managers and staff.

The study increases the understanding of micro‐level issues of management and challenges the conventional, taken‐for‐granted assumptions behind organization and management theories.

The battle against corrosion is being fought by scientists in almost every industrialised country. With the following article we commence a series designed to publicise the facilities available and the work being done in corrosion research laboratories in Britain and abroad. The B.N.F.M.R.A. has been interested in corrosion since its formation 34 years ago and several leading scientists in the field have worked in its laboratories. Today its Corrosion Section is extremely active and in this article the work now being tackled is described.

While over 300 major studies have looked at pay, an empirically derived model of managerial perceptions of pay is yet to emerge. This study attempts to answer the question: “what does pay mean to managers?” Based on three different samples of Canadian managers, the present paper outlines a four factor model of managerial perceptions of pay. It is suggested here that pay has multiple meanings to managers: pay is a symbol of success, it acts as a reinforcer and motivator, it reflects performance and, finally, it reduces anxiety. The paper suggests that two core dimensions may underlie managerial perceptions of pay: its capacity to produce and reduce tension and its focus on self and others. The implications of the present findings for theory and practice and how the present findings relate to past writings in the field are outlined.

The name of H. H. Uhlig and the work of the Corrosion Laboratory at M.I.T. are synonymous and familiar to corrosion engineers throughout the world. We are fortunate this month in being able to publish an article describing the corrosion researches at M.I.T., from the pen of Professor Uhlig himself. Research on corrosion has been pursued at M.I.T. since the turn of the century, always on fundamental corrosion phenomena. As Professor Uhlig says at the end of his article, “money spent by industry or Government on basic corrosion research probably marks one of the soundest investments of present times”—the following gives a very good idea of what this has entailed at M.I.T.

Three unusual forms of ‘tell‐tale’ inlet impingement attack (slot, star and crescent) are described, together with examples of other similar interesting forms of attack. The paper is based on direct observations made in the field and on examination of samples returned to the laboratory. These investigations have revealed several factors, not previously reported, which can affect corrosion in heat exchangers. This paper, not previously published, has been revised since the author presented it to the first International Congress on Metallic Corrosion.

The above Congress, being held at the Imperial College of Science and Technology, London, from April 10–15, has been described as likely to be the corrosion event of the decade. Size alone is no criterion, though over 80 papers are being presented, but the standing of many of the corrosionists associated with the Congress is, perhaps, the best indication of the truth of this statement. Summaries and abstracts of some of the papers appear in the following pages. More will be published in next month's issue.

Purpose – The purpose of this chapter is to explore the voluntary corporate governance role played by credit rating agencies, closing the ‘trust at a distance’ gap which might otherwise hinder fundraising in debt capital markets.

Methodology/approach – The chapter draws on Giddens’ system trust theory and Foucauldian perspectives of knowledge/power to unpack trust production as a discursive process in financial markets. Foucauldian discourse analytic techniques are used to examine texts deployed by or about Standard & Poor's, the global credit rating agency, leading up to the 2007 credit crunch.

Findings – The texts analysed illustrate the influence of rating agencies in producing trust as well as mistrust in debt instruments.

Research limitations/implications – Rating agencies produce trust by aligning with state regulatory systems, simplifying complex debt instruments with ‘AAA’ and other well-known mnemonics, as well as offering apparent transparency and guarantees.

Practical implications – While influential, rating agencies can only produce trust by proxy. Their contribution to the actual protection of investments is minimal.

Social implications – The analysis highlights the flawed nature of trust relations in debt capital markets as rating agencies’ primary customers are the arrangers and issuers of debt rather than the investors who seek protection from risk.

Originality/value – The chapter sheds light on the deliberate nature of trust production in financial markets. Five trust/mistrust production practices are introduced – protecting, guaranteeing, aligning, making visible and simplifying. Strategic trust production is established as part of corporate governance ideology in financial markets.