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Super Bakery managers formulated breakthrough strategies for entering the mature institutional food market. Owned by football legend Franco Harris, this dynamic little company is now a profit leader in the industry. Their recipe for success: Differentiate services, build company capabilities, and create products like the “Super Donut.”

The Fifth Annual Total Quality Conference presented this Spring by the Unified Technologies Center of Cleveland featured some of the most influential contributors to the theory and practice of quality management as well as representatives from each of the 1991 Baldrige Award winners.

Benchmarking is being incorporated into the strategic planning and quality improvement processess of many service businesses. A case in point is the benchmarking effort by the member hospitals of the SunHealth alliance, a network of 250 non‐profit hospitals located mainly in Southeastern states.

In the Eighties, U.S. business learned important new skills for identifying and satisfying external customers. Inevitably, this experience led to a recognition that the needs of internal work processes and internal customers were critical to external service delivery. The Conference Board and the Hay Group's conferences “Satisfying Internal Customers” held in New York and recently in San Diego, explored how enhancements in internal systems, processes, and activities can support improved external customer service. The presentations offered different perspectives on how companies manage the relationship between internal and external customer service. For example, some innovative companies focus on one internal customer relationship or core process, while others recognize numerous internal customer relationships and core processes to which each department or function must respond.

Managers and human resource specialists often prefer a particular approach to the delivery of training and development above all others. Frequently, this approach is advocated as a blanket solution to a firm′s managerial problems with little consideration of other approaches. The strengths and weaknesses of the various approaches to management development are evaluated and their application for developing different levels of management in small and large companies is discussed.

Organisational entry has received much concern and research over the years. Organisational exit, on the other hand, has been slighted in human resource management. Yet, the few who have investigated this phenomenon have found that it is very poorly managed.

The first conference featuring presentations by line managers implementing reengineering was held in Orlando, Florida, in January by The Manufacturing Institute, a division of the Institute for International Research.

Internal marketing has been proposed as a way of increasing lower level commitment to corporate strategies and improving organizational integration. Most previous discussions of the topic have focused on methods of internal promotion, persuasion and influence. Limited attention has been given to differences in management styles which affect internal marketing. This article examines the impact of consultative and participative styles of management on internal marketing. It shows how general managers, department managers and individuals can use internal marketing to increase employee involvement in reaching decisions, making commitments and taking action.

Increasing emphasis is being given to corporate measurement systems which integrate customer satisfaction, process quality, innovation and financial performance. Managers are realizing that non‐financial criteria (customer service, process quality, new product development) are as important as financial criteria in corporate measurement systems. These factors need to be monitored closely and their relationship studied. Many executives have difficulty balancing the various types of measures at different levels of the company. Provides a detailed account of how a balanced set of measures was translated in a large company through corporate, group, divisional and plant levels. Concludes that the translation of a corporate scorecard into a frontline employee scorecard is essential for the implementation of strategy in most firms. Provides recommendations on how this can be done.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.