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In recent years, Marks and Spencer has chosen to bring in more senior personnel from “the outside”. In order to ensure that they succeeded within their new environment, and that the organisation likewise gained from any particular expertise they might be able to bring to their new “home”, a programme was devised to bring these benefits about. The programme is described, and how the consultant involved internal trainers to run it and future events is set out.

What strides have been made to increase the participation of women in the work force? Should we be concerned particularly about women's place in our industries and organisations, and if so, what can be done to improve it? This article outlines the aims, approaches, achievements and future plans of a group which has been involved for the past seven years in promoting the development of women through training as a means of improving the position of women in employment.

Reasons for the Project: During 1985 I decided to apply for a German Marshall Fellowship to visit the USA for a variety of reasons. I had lived there for seven years during the 1960s, right at the beginning of the women's movement. I was interested to return there and look at what had happened in the meantime, to see what the similarities and differences were between Britain and the United States in women's development. I also felt that many of the glossy articles about how the US has solved the problem of getting women into senior jobs and non‐traditional jobs were very much a front cover story, and I was interested to go behind the scenes. These were my main reasons for going, although I had one “hidden agenda” reason and that was the number of American companies with subsidiaries in Britain who seem in my experience to behave one way in issues connected with women in their home country and another way in this country.

In the Western world, women make up more than 40% of the paid work‐force, yet most organizations are managed by men. Women's jobs are less skilled, lower paid, offer fewer possibilities for development, and confer less organizational power. At home the main responsibilities for child care and home‐making remain predominantly in female hands.

It is argued that human resource development too often concentrates on professional development without concern for personal development. The use of biography by individuals, especially in crisis or at crossroads is described. The nine questions used to create biography and the course or workshop context for doing so are set out.

It is argued that human resource development too often concentrates on professional development without concern for personal development. The use of biography by individuals, especially in crisis or at crossroads is described. The nine questions used to create biography and the course or workshop context for doing so are set out.

The experiences of the author during a 1980s Fellowship visit to the US to study the similarities and differences between Britain and the US in women′s development are detailed. Based on interviews with a range of organisations in the South, Midwest and East coast, a more complete picture of equal opportunities and a more human perception of women′s experiences was obtained. It is concluded that the US has developed a variety of practical and creative ideas about selection, promotion and training of women managers which could be of use in the UK.

The author demonstrates an Equal Opportunity Impact Assessment questionnaire which helps the user assess the effects and consequences of their decisions on women. By using the questionnaire several things can be found out: what decisions managers are conscious of making; the impact of decisions on women; identification of the unintended consequences of actions, and the changes that need to be made to create a more equitable situation.

Considers the effects on women of rejection by business and society. Recommends changes both in personal outlooks and in business society cultures. Male dominance that prevents progress for women in organizations can lead to their taking up business ownership in their own right. Discontinuous changes are foreseen: successful accomplishment in this environment requires that positive learning attitudes are adopted alongside appropriate training to cope with new circumstances. Provides examples and case studies illustrating how women acquire confidence to make their way in a manmade world. Discusses future work patterns and their effects on business and society. Suggests changing roles for the sexes with emphasis on women′s and men′s joint contribution to an improved culture and economy.

No Wherewithal — Nowhere Without. The Debt Trap is intended for fifth and sixth forms and for students at training colleges. It is being offered for hire or purchase along with a schools pack which includes: