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Briefly looks at ways on how to receive feedback from an employer or boss. Includes the following as key pointers: prepare to receive feedback; understand the feedback; contribute new information; analyse the feedback; agree on the next step; summarize the discussion; and finally, give positive reinforcement to your boss.

Argues that very few people know how to show loyalty to their boss in the workplace, yet loyalty is often valued more highly than performance. Sets out basic steps on how to show loyalty and uses brief conversations as an example.

Describes a four‐step procedure to stop your boss watching you. Discusses preparing to talk to your boss, meeting and talking about the situation, agreeing to a solution, and concluding the meeting.

Argues that change is constant and is something we will all have to contend with numerous times in our working lives. Describes a six‐step strategy for responding positively to organizational change. Gives numerous theoretical examples of conversational exchanges between boss and employee to illustrate the process.

Explains that the first step in getting positive reinforcement from your boss is to realize that you want and need it. Next, thought needs to be given regarding how and why your boss withholds positive reinforcement. Now you are ready to meet with your boss, ask for more positive reinforcement, cite examples of when he/she has given it and how it benefits both parties. End by giving him/her positive reinforcement for discussing this with you.

Suggests why anticipating your boss’s reactions is important: it helps you to perform better, keeps you out of trouble and makes your job more pleasant. Proposes a four‐step process for understanding your boss (select a framework, understand and determine behaviour styles, and decide how to work with the boss’s style) and discusses each step in detail.

Your boss has a couple of habits that drive you crazy. If he or she would just change them your job would be so much more satisfying. Presents a five‐point plan to modify the way your boss behaves.

Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..

In this chapter, we use the concepts of emotional labor or emotion work to examine the experiences of transracial families – white families rearing Black adoptees. We focus on the emotion work done by the parents to inculcate and develop positive racial identities for their adoptive children as their adoptees experience racial mistreatment. We also use the concept of white racial framing to examine strategies for effectively coping with racial mistreatment. African Americans have more emotion work than the members of dominant group because of their status as stigmatized minorities in American society. African Americans adopted by white families have even greater emotion work because they tend to have the extra burden of living in predominately white communities where there are fewer people of color to serve as positive role models in the socialization process.

We hypothesize that a CEO’s responsiveness to security analysts’ demands for information about the firm is influenced by the structure of the CEO’s compensation package. Our analysis is based on a sample of 469 CEO presentations to security analyst societies by 149 firms during the period 1984‐1988. Consistent with the argu ments of Nagar (1999; 1998) that CEO shareholdings and golden parachutes reduce the cost to the CEO of disclosing proprietary information, we find that CEO share holdings and the presence of golden parachutes are positively associated with the total amount of information that a CEO discloses at an analyst society presentation. Consistent with the argument that CEOs whose cash compensation is sensitive to firm performance have incentives to release bad news so as to lower expectations about future performance and, hence, bonus targets, CEO cash compensation performance sensitivities are positively associated with the CEO’s willingness to disclose bad news.