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In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Many modern theories of managerial behaviour are based on the initial observation of the separation of ownership and control. This article is concerned with the ownership of British industry. Statistics are presented relating to the pattern of UK share ownership both now and in the future. Emphasis is placed on the persistent and rapid growth in equity holdings by financial institutions—insurance companies, pension funds, investment trust companies and unit trusts. Some concluding comments are made on the possibility of greater managerial participation by major financial institutions, and hence the possible convergence of ownership and control.

This issue is a selected bibliography covering the subject of leadership.

In elite professional firms, minorities are actively recruited but struggle to move upward. The authors argue that initiatives aimed at general skill development can have unintended consequences for firm diversity. Specifically, the authors contend that approaches that win partner support through motivational significance and interpretive clarity provide a more effective avenue to skill development for minorities, who have less access than White peers to informal developmental opportunities. The authors also argue that a longer “partnership track,” which imposes a time limit on skill development, will benefit minority professionals. Using data on 601 offices of large US law firms in 1996 and 2005, the authors investigate the effects of five developmental initiatives and partnership track length on the representation of African-Americans, Latinxs, and Asian-Americans among partners. Observed effects are consistent with expectations, but patterns vary across racial-ethnic groups.

This chapter reports the growth in ownership of the private sector of British industry by institutional shareholders, summarises the impact of such growth on management and the stock market, and briefly assesses its implications for the future.

This monograph reports the growth in ownership of ordinary shares in UK registered and managed companies by institutional shareholders and assesses the implications for corporate management. Combined holdings of insurance companies, pension funds, investment trust companies, and unit trusts amounted to 45 per cent of quoted UK equities in 1974 and will approach 50 per cent by 1977. Despite exhortations from the Bank of England, the Press, academics and private shareholders, institutions have been reluctant to use their voting strength. French and German companies are familiar with managerial participation by financial institutions. In the United Kingdom the persistent increase in institutional shareholdings presents management with opportunities to mobilise institutional support for the board, particularly in takeover situations; to involve financial institutions in corporate planning and the development of industrial democracy; to use institutions as a source of funds; and to use the financial resources of institutions to maximise the market capitalisation of the firm.

The objectives of this article are firstly to describe briefly the functions and operations of the stock market centred on the London Stock Exchange and secondly to illustrate recent developments in the market for equities. Statistics are presented relating to the changing pattern of UK share ownership and trading, trends in sources of new finance for industry and the decline in the number of jobbing and broking firms.

By contrast with industrial democracy, which relates to control of the enterprise, economic democracy is concerned with ownership of the organisation. Participation by employees in ownership of the enterprise involves a change in the system or in the pattern of ownership. In the most extreme form, employees themselves, through their trade unions or through employees' share holdings or otherwise, would come to own the enterprise and thence to run it. Thus ownership and control would become inextricably fused. It can be seen that like some systems of industrial democracy through worker directors, economic democracy is power‐centred and policy‐based.

1. Success is Goals The people who become successful are the people who set goals. The optimal planning periods appear to be three months and three years. What job will you be doing three years from now? How much money will you be earning? Where will you be working? What are the skills you will require to achieve your career goals? Will you need to learn about business strategy, marketing, finance, pension funds, people skills? Finally, why do you want to achieve these career goals? What is it you really want in life? Is it a beautiful home, car, better health, happy family, worthy goals, a terrific feeling of well being?