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Gives a brief account of what has happened, what is happening and what is going to happen in the country formerly called the Soviet Union. Analyses the socio‐economic nature of the Soviet system and its evolution prior to Gorbachev′s reforms. Presents the causes for the emergence of perestroika and for the collapse of the system and the State. Discusses the reasons for the arrival of Yeltsin and his policies to the political scene. Examines the core of the current crisis and the means to resolve it. Speculates on the country′s distant future.

The early-stage venture capital (VC) industry has long been dominated by small firms comprising senior venture capitalists and few junior staff. However, during the late 1990s, a group of firms changed their internal structures, adopting pyramidal structures and redesigning internal processes to leverage the efforts of junior staff. In doing so, they followed first-movers in other professional services industries that transitioned to pyramidal models in the 20th century. Has the recent industry downturn terminated the transition, or simply delayed it? This chapter analyzes the events that led the VC firms to transition, the barriers to doing so, and related issues affecting the industry's future.

Three concepts central to a philosophy of administration, viz., power, authority and leadership are examined in the light of theory propounded by Professor Donald Rogers. This theory is in the history of ideas and traces over the long term, for Western culture, the successive emergence of hierarchial, atomic‐mechanical and organic patterns. The last is closely related to the field theory approach in physics. It is argued that a conventional set persists in contemporary administrative thought which lags the emergence of field‐type constructs. An alternative mode of conceiving organizational structure is postulated taking educational administration as an illustration. The implications for the major concepts of power, authority and leadership are examined as well as those for administrative status. Conclusions reached tend to support the pattern of preparation for administration developed by the British Civil Service. Persistence of atomic‐mechanical thinking would tend to aggravate Thompson's organizational theory which points to conflict between professional experts and line administrators.

Classical PR works on the basis that the public wants to buy the product. But the classic tools – media relations, leaflets, public meetings and exhibitions, and even advertising – all fail instantly when the product offered is unpopular or resisted. The approach for the communications of contentious projects is different and makes use of the “power pyramid”, which is how decisions are made within the democratic system. Stakeholders are the key to the successful communications management of difficult projects. To be successful, contentious projects must utilise a special stakeholder – the third‐party advocate. A mechanism for segmenting these stakeholders and mobilising them – often through a mutually beneficial project – must be in place. This maximises the chances of contentious projects succeeding.

It has been over a decade since the publication of Michael Hardt and Antoni Negri's widely read Empire, a book that claimed humanity had entered a qualitatively new era in the organization of power. How do critical sociological studies that also theorize global capitalism depart from or share affinities with Hardt and Negri's Foucauldian-inspired notion of empire? The two most important shared insights is the notion of a new epoch in the history of world capitalism and the conceptualization of a global system that moves beyond the idea of U.S. imperialism solely as behind its fundamental structure. However, overpowering Hardt and Negri's framework are some fundamental problems: the vague and nondialectical idea of multitude, the lack of the role of the state, their confusing and contradictory idea of constitutionalism, and a misapprehension of immaterial labor.

The purpose of this paper is to investigate the influence of behavioural attitudes towards the most popular social medium in the world, Facebook, amongst Millennials in South Africa (SA), and to determine whether various usage and demographic variables have an impact on intention-to-purchase and purchase perceptions.

Quantitative research was conducted by means of a survey among a sample of over 3,500 respondents via self-administered structured questionnaires in SA. A generalised linear model was used to analyse the data.

The results confirm that advertising on Facebook has a positive influence on the behavioural attitudes (intention-to-purchase and purchase) of Millennials who reside in SA. The usage characteristics, log on duration and profile update incidence, as well as the demographic influence of ethnic orientation also resulted in more favourable perceptions of Facebook advertising.

Research on Facebook advertising was only conducted in SA, whereas other emerging countries warrant further investigation to establish if they share the slight positive sentiment towards intention-to-purchase and purchase. This inquiry only provides a “snap shot” of behavioural attitudes, usage and demographic factors towards social media advertising, whereas future research could consider the development of cognitive, affective and behavioural attitudes towards Facebook advertising by employing longitudinal and qualitative research designs.

Organisations and managers should consider that their existing Facebook advertising strategies may only have a limited effect on intention-to-purchase and purchase in SA. However, certain usage characteristics, namely the more time spent logged on to Facebook and the greater frequency of profile update incidence, as well as the demographic variable, namely black and coloured Millennials, resulted in more favourable behavioural attitudes towards Facebook advertising. Hence, organisations and managers should be prepared to alter or adapt their Facebook advertising tactics accordingly when targeting the notoriously fickle Millennials.

This investigation found that Facebook advertising has a nominal positive influence on behavioural attitudes among Millennials, which is in congruence with the communications of the effect pyramid model that was established through traditional advertising research. This paper also makes a noteworthy contribution to attitudinal research in emerging countries where there is a dearth of research in social media advertising.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.

Makes clear the distinction between second versus third‐wave management in higher education. The former management school was developed in the industrial age. The latter doctrine has evolved in the information age where universal accountability will be achieved with computer technology. Second‐wave management is associated with an authority structure, referred to as a political system, bureacratic methodology, hierarchical organizations and situations ethics. Third‐wave management includes an authority structure, described as a management system, systems methodology, human‐scale organizations and moral absolutes. The elements of these will be combined in universities to achieve high output through the pedagogical process.