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There is a large literature devoted to the stresses and strains of work and work‐related activities. This research effort shows no sign of abating. The aim of this paper is to highlight and discuss several centrally important questions and assumptions in the nature of this research which, in our view, require more careful consideration in future work.

Introduces an instrument for measuring organizational culture. Discussion of the concept precedes discussion of the problems of measurement and the traditions and theory on which design of the instrument draws. Summarizes the dimensions to be measured in terms of four general bipolar descriptive types: homogeneous v. heterogeneous; enriched v. managed; developing v. stationary; balanced v. dissonnant. Items in the Cultural Audit Instrument (a 17‐page questionnaire) are grouped in sections on the basis of previous research; the causes of problems; the outcomes; the moderator. For each response element the instrument measures the person's perceptions of their own and others' situations in the organization and of their ideal situation. Gives examples of results.

In Part I of this paper we reported the main findings of a survey of the literature on occupational stress. We were particularly concerned to try to estimate the size of the problem of stress at work and, further, to see if different occupational groups experienced different degrees of stress. The oversimplified answers to these questions are that at any one time about eight per cent of the workforce are experiencing some distress and that greater proportions of the lower social classes experience more of it. Repetitive, machine‐minding type tasks appear to be particularly unpleasant and potentially harmful to health and well‐being. These findings were hedged about with reservations on the validity of the measures used and other doubts, and we concluded the paper with the comment that it was difficult to integrate and make sense of all these data without some better definitions of the concepts and a model for delineating the relationships of the concepts. This second part at‐tempts to deal with these two difficulties.

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.

The Sixteenth Annual Report of the Equal Opportunities Commission for Northern Ireland argues that the enforcement of individual rights is a crucial pre‐requisite for change. There was a 28% increase in the number of legal complaints and enquiries dealt with during the year under review. The most marked increase was in the area of employment (34%). With the increasing influence of European law many of these complaints have led to the commencement of very complex actions.

To better understand contributing factors and mediating mechanisms related to team dynamics in isolated, confined, and extreme (ICE) environments.

Literature review.

Our primary focus is on cohesion and adaptation – two critical aspects of team performance in ICE environments that have received increased attention in both the literature and funding initiatives. We begin by describing the conditions that define ICE environments and review relevant individual biological, neuropsychiatric, and environmental factors that interact with team dynamics. We then outline a unifying team cohesion framework for long-duration missions and discuss several environmental, operational, organizational, and psychosocial factors that can impact team dynamics. Finally, we end with a discussion of directions for future research and countermeasure development, emphasizing the importance of temporal dynamics, multidisciplinary integration, and novel conceptual frameworks for the inherently mixed work and social setting of long-duration missions in ICE environments.

A better understanding of team dynamics over time can contribute to success in a variety of organizational settings, including space exploration, defense and security, business, education, athletics, and social relationships.

We promote a multidisciplinary approach to team dynamics in ICE environments that incorporates dynamic biological, behavioral, psychological, and organizational factors over time.

Conflict styles are typically seen as a response to particular situations. By contrast, we argue that individual conflict styles may shape an employee's social environment, affecting the level of ongoing conflict and thus his or her experience of stress. Using data from a hospital‐affiliated clinical department, we find that those who use a more integrative style experience lower levels of task conflict, reducing relationship conflict, which reduces stress. Those who use a more dominating or avoiding style experience higher levels of task conflict, increasing relationship conflict and stress. We conclude that an employee's work environment is, in part, of his or her own making.