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Volume 7 Number 7 of this journal includes four useful articles. The first by Val Hammond, is entitled “Opportunity 2000: A Culture Change Approach to Equal Opportunity.”

This is a report on the first European Foundation of Management Development Seminar on Women's Management Development.

Describes approach of Opportunity 2000, the UK business‐led campaign, which aims to rebalance the workforce so that women are employed, especially in management, in a way that reflects their abilities. The campaign is underpinned by research in the UK, USA and elsewhere. Compares models of organizational culture change and implementation of equal opportunities and develops a new model of change. Gives examples of the business case for equal opportunity.

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.

Well, how sympathetic are you? If you are a man, chances are that you are more sympathetic than if you are a woman. Who says? Joe Public, that's who. Gallup, the pollsters, surveyed 472 women and 437 men to discover their levels of sympathy. This was what they found:

In January the Ashridge Management College hosted a novel conference jointly with the Association of Teachers of Management. More than 20 managers, academics and consultants from the UK and overseas, all with an active interest in solving management problems, debated some of the very many research projects currently in progress. After an opening session in which Philip Sadler emphasised the need for high quality, relevant and practical research, most time was in small sessions with researchers whose projects had common themes but who tackled the issues from different perspectives. Since almost all work presented at the conference was based on practical studies within organisations, there was much scope for sharing experience between managers and academics.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

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.

Reports a study into the way in which women on Canadian corporate boards of directors perceived and defined their board roles and responsibilities. Concludes that women directors are functioning as champions for change on women′s issues. Suggests ways in which organizations can reap benefits in terms of the interaction of women directors with senior‐level women.