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This paper briefly discussed the emergence and evolution of evangelical capitalism. It contrasts it with traditional American capitalism. In addition, the paper identifies some risks of evangelical capitalism in the marketplace.

Managing corporate real estate is confronted with more problems than just the changing characteristics of real estate. While operating companies strive for more autonomy, corporate headquarters are increasingly struggling for a synergetic approach to corporate resources and capabilities. The authors argue that the impact of the corporate setting on the role and position of corporate real estate management is underestimated. This paper describes the effects of transisions in corporate structure and strategies and provides insight in a new perspective on managing corporate real estate.

“The dark” has long been associated with women. An attempt is made here to show how the “dark” can be seen as a valuable and significant concept for women understanding themselves as women and their situation for developing a view towards the concept of “power”. Women, as women, have a responsibility to themselves and others to make their voices heard and to become aware of their particular strengths and to develop these strengths both inside and outside existing organisations. Most current organisations are “male‐dominated” and “male” in approach. Both men and women are frequently unaware of the extent to which they are influenced and operating from a gender‐specific approach. Men and women can equally shape their organisations when women reclaim their strengths and refuse their position as a less important, less informed, “minority” status. The issues of conflict and trust in organisations and problem areas in relationships between women are explored.

Describes how John Brown Engineering and Constructors has set up project workshops for all involved parties to work together in a partnership environment. Reviews an approach combining the partnering style and the TQM philosophy. Contends that the design of the project workshop is crucial and it is important that it takes a holistic view of the problems identified. Concludes that competitive advantage will go to those who learn better ways to work together, and then rationally deploy this knowledge to the benefit of all. Partnering is teamwork between companies ‐ project workshops provide the chance to try it out, to train in it, and to excel.

Employs Charles Handy’s predictions from 1989, from his book ‘The Age of Unreason’. Further emphasizes these predictions with a highlighted panel listing the predictions for clarity. Claims that Handy had an optimistic dream of work shared out and more leisure time for all — his optimism, by the mid‐1980s, was tempered by a different reality. Depicts, also, Handy’s later book — ‘The Empty Raincoat’ — which reflected that his hopes in his ‘Unreason’ book had not been fulfilled but his fears, unfortunately, had. Identifies nine paradoxes at the heart of current society — each a sign of an imperfect world — and puts the meat on the bare bones of each. Urges an acceptance of change and to go with the flow to improve our, and others, future.

Two reports, “The Making of Managers” by Charles Handy and “The Making of British Managers” by John Constable and Roger McCormick, were published in April 1987. In a commentary on both reports, it is suggested that they are insufficiently concerned with the total management development process. Three major issues — skills, wider development processes and learning processes — are not discussed. Management education must be centred on real management work.

This paper reports the results of an empirical study which explores the extent to which career structures have changed. The study examines the influence of technological change, fast‐changing environments, manufacturing and increasing globalisation of products and service markets on careers. The study focuses on these issues in a cross‐cultural context. The study found that in general, more sophisticated human resources activities were associated with career pathing in organizations.

So far in this series the emphasis has been on organisation theory and how it may he used to examine the organisation. With this article the emphasis changes and we start to examine specific aspects of organisation behaviour and how these are influenced by the organisation itself. In this article Charles Handy examines appraisal and identifies the dilemmas inherent in designing appraisal systems. He then discusses the appropriateness of differing approaches in appraisal to two organisational styles.

Two recently published reports — “The Making of British Managers” by John Constable and Roger McCormick, and “The Making of Managers” by Charles Handly — are compared, and their differing emphasis on the future role of the MBA is discussed. There are three possible roles for the MBA: an early accelerator for potential high‐fliers, a broadening mechanism for mid‐career managers, or a specialist qualification in particular areas. Both problems and opportunities are suggested by this analysis.