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Ian Henson was about to take the biggest financial risk of his life. He had just agreed to purchase three Booster Juice franchise stores in Kamloops, British Columbia, Canada. Henson knew that transitioning leadership at companies was a difficult task, and he was aware that he was replacing a popular leader: Natalie Peace. Compounding the challenge ahead of Henson were two major hurdles, the first was demographic in nature: Booster Juice’s employee group was young (on average below 20 years old) and many adored Peace, he was certain that whoever replaced her would have a difficult transition. The second challenge was managing change: Henson needed to cut costs. Peace had several generous policies that Henson needed to consider altering or removing, a potentially unpopular task. Initially, this case puts students in Henson’s shoes: How should he handle the specific aspects of this leadership transition? It allows professors to examine the broader issue of managing a change process.

Data for the case were collected from various sources. Public records, historical documents, and media reports were the main source for general background information and context. Primary data were collected through a series of interviews with the present and past owners of the Booster Juice franchises discussed.

This case was developed for use in an undergraduate management course or where change management and leadership are specific modules, an organization behavior class is a good example of where the case should fit. The objective of the case is to illustrate the challenges that resulted from a change in leadership and examine how to manage the change process. The thought-provoking element in this case is the leaders involved have very different leadership styles. The authors anticipate this case would be one used early in the course, as it is concise and straightforward to read, and clearly illustrates the issues to be examined. It provides an effective tool through which to introduce students to change management and styles of leadership. The added value is that the case is based on a company built by an undergraduate student and thus students tend to be very interested in the business itself.

The main theoretical base for the case is based on change management and exemplary leadership. To facilitate this the authors use Kurt Lewin’s models of change, Kotter’s eight step process, specifically referring to Kotter (1995). The authors then use Kouzes & Psoner five practices of exemplary leadership, referring to Kouzes, and Posner (2003). The authors specifically reference Northouse (2010).

The Medical Research Council's Committee has issued its Second Report on Hazards to Man of Nuclear and Allied Radiations. From time to time we report on the monitoring of foods for radioactive substances, mainly Strontium 90, by the laboratories of the Agricultural Research Council and a few local authorities. The “maximum permissible levels” of radiation for individuals to which these measurements are related are those contained in the Committee's First Report (1956). Since this much work has been done making increasing numbers of measurements. In particular, background radiation from natural sources has been measured in detail. This constitutes the largest dose of radiation to the ordinary population—an average annual doserate in millirads in the range of 85 to 106. In comparison, radiation from its increased use in modern life and also from radioactive fall‐out is extremely small. Medical radiological procedures, after a nation‐wide survey of hazards to patients, are not so important as was first believed, but nonetheless contribute a larger dose than any other source of man‐made radiation, approximately 19 millirads per annum. The Adrian Committee, which conducted the review of radiological practice, considered that the dose could be reduced to 6 mr., without curtailment of radiological services.

While the importance of leadership in quality improvement is increasingly being acknowledged, we still do not know enough about what improvement leaders actually do and how they behave. This paper describes how Alder Hey, using a range of experimental approaches, has created its own model of change and concluded that certain habits of mind are at the heart of sustainable improvement leadership.

The case can be used in strategic management, international business or ethics courses. In strategic management courses, students will be able to identify political relationships as sources of a firm’s competitive advantage. Students will also understand the role of ethics in the firm’s competitive advantage. In international business courses, the students will be able to analyze the role that corruption and bribery play in the analysis of a country’s institutions. Students will also understand how corruption in a host country influences a firms’ decision to internationalize. Finally, students will understand the challenges that firms face when serving customers in other countries. In ethics courses, students will understand the nature of state/business corruption, i.e. the abuse of public office for private gain and the concept of state capture, i.e. managers controlling the political system for their advantage. Students will be able to analyze the decision of whether to collaborate with unethical partners or customers.

Bell Pottinger Private (BPP) was a British public relations (PR) firm with a successful but questionable reputation of helping famous critical figures and despots improve their public image. In 2016, Lord Tim Bell and the other leaders of BPP were asked to create a PR campaign for the Gupta family. The Guptas were a group of businessmen headed by three brothers who migrated from India to South Africa in the early 1990s. By the 2010s, they had built a business empire allegedly thanks to a corrupt relationship with the President of South Africa, Jacob Zuma and his family. The press and prosecutors were increasing their investigations on these relations. The case has two parts, which address two separate challenges and can be taught as standalone cases or in a sequence in two sessions.

MBA and Executive Education.

Teaching notes are available for educators only.

CSS 5: International business.

In Dr. Norman Denzin’s graduate seminar “Interpretive Interaction,” the semester was spent reading, discussing, and debating various methods proposed as alternatives to the constraints and false promises of the “scientific” methods often taught in home departments. The class experience is, therefore, open to experimental ideas and formats while working toward one’s preparation for the final performance that uses a method discussed in class. Dr. Denzin’s task for us was to use an epiphanic experience having to do with race as a point of inspiration for our pedagogical performance texts. Having been much influenced by the critical study of whiteness by intellectuals like James Baldwin, W. E. B. Dubois, Toni Morrison, David Roediger, Franz Fanon, and bell hooks my text was fundamentally informed by their messages: whiteness is problematic for people of color as well as whites in that it creates false distinctions and categories preventing us from seeing each other, let alone ourselves. This creates an asymmetric relationship of power between races often resulting in violence (both physical and psychological), reinforcing historical structural inequalities or creations of new ones, and inherent essentialist rifts in perceptions between races.

The UKOLUG Annual Lecture at Online Information 94 was given by the Rt. Hon. Tony Benn — former Labour Member of Parliament for Bristol and now for Chesterfield, veteran Labour politician, Postmaster General and Technology Minister in previous Labour governments, amongst other positions. Information is the one natural resource that is growing at an exponential rate when every other natural resource is decreasing: fossil fuels, coal and oil. Information is growing and what has happened, is happening and will happen will completely transform the world and the lives of everyone who lives in it.

“Athlete experience” is a huge focus in modern-day American collegiate athletics, and is beginning to hold as much, if not more, weight than an athlete’s or team’s performance. With new emphasis on athlete well-being, coaches are more motivated to use healthy leader/follower dynamics. This paper aims to examine the follower-centric space of American collegiate athletics to understand how coaches train and develop followership.

Contemporary organization psychology and leadership/followership theories are highlighted in partnership with modern collegiate athletic programming. Author experiences after years of athletic participation and consulting are included, as well as illustrative practical applications beyond athletics.

Although sports have unique leader/follower dynamics, three common cultures are identifiable: personal development, co-collaboration and cohesion. These cultures define followership development in athletics.

Understanding how coaches improve “athlete experience,” increase retention and improve team performance through a follower-centric structure sheds new light on the value of followership in athletics and highlights unique systems in place for corporate settings.

Recognizing the value American collegiate athletics place on healthy followership changes the stigma of followership behavior in a perceived hierarchical structure, changes perceptions of how coaches motivate athlete performance and allows recognition that followership development (as opposed to leadership development) empowers teams to succeed long term.

American collegiate athletics are unknowingly ahead of their time regarding student athlete well-being through followership development. To the best of the author’s knowledge, this paper is the first to explore how coaches emphasize and develop followership through sport.

Much discussion has taken place in real life and in cyber space about the future of Henry Archer. He has been the subject of gossip, with the nature of his conception, and then gained a stepfather, seemingly a gentleman, who cared for both Henry and his mother. Coercive control came to dominate the relation between Rob Titchener and Helen Archer, giving an outward appearance of perfection in all aspects of family life. Henry experienced the gaslighting along with Helen and having seen his mum stab his new adoptive father, Henry was left without his mum, and in the care of evil Rob, effectively prevented from contact with his staid, and consistently caring grandparents. This paper will consider the impact of the trauma on Henry's potential psychological self as an older child and adolescent, looking at the impact of attachment, disparate parenting styles, social learning theory and domestic violence. There is also a comparison to a case study which could illustrate Henry's future, should he decide to begin a career in serial killing.

Tony Crocker concludes his two‐part article on using projected still pictures with some advice on projectors and screens.