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A student evaluation of teaching effectiveness (SETE) is often the most influential information in promotion and tenure decision at colleges and universities focused on teaching. Unfortunately, this instrument often fails to capture the lecturer’s ability to foster the creation of learning and to serve as a tool for improving instruction. In fact, it often serves as a disincentive to introducing rigour. This paper performs a qualitative (e.g. case studies) and quantitative (e.g. empirical research) literature review of student evaluations as a measure of teaching effectiveness. Problems are highlighted and suggestions offered to improve SETEs and to refocus teaching effectiveness on outcome‐based academic standards.

The purpose of this paper is to identify prerequisites for sustaining effective cross‐functional integration as well as their temporal inter‐relationships. Once this type of information is known, a “cause‐effect‐cause” model is constructed to identify constraints and improve effectiveness.

A case research approach was used to explore the relationships between various prerequisites of integration and to understand “how” or “why” their presence may influence the success of sustaining integration. The study focused on 13 companies from the US aerospace defense industry which were in the process of implementing TQM programs.

Organizations which successfully attained “sustained” integration indicated that the reward/performance system based on cross‐functional or process objectives was the major driver behind: forcing employees to understand the organization's processes; providing dedicated time for employees to reflect on process improvement; ensuring employees are rewarded for process improvements; and increasing accountability for integration. These organizations believe that the employee's understanding of the strategic processes acted in conjunction with the process improvements rewards to improve the employees' understanding that cross‐functional relations play a critical role in success.

The findings provide a valuable linkage between the organizational constraints, integration and the organizational learning literature.

Study results suggest both a construct for measuring levels of organizational integration and a cause‐effect‐cause relationship to identify prerequisite constraints.

This is one of the few studies that examine 13 corporations to clarify both the prerequisites for sustaining integration and their temporal inter‐relationships. Additionally, a “cause‐effect‐cause” model based on the Theory of Constraints is used to identify prerequisite constraints.

This study seeks to examine customer satisfaction (CS), productivity, and profitability in terms of the organizational commitment (OC) and job involvement (JI) of company customer contact personnel. Additionally, the study aims to investigate the relationship between the OC and JI of customer contact personnel in team and non‐team structures.

A field design is used for testing the study's four hypotheses and for examining the relationships between the independent variables and organizational profit and productivity. The study uses the service departments of 40 geographically diverse franchised automobile dealerships from one original equipment manufacturer.

The OC of customer contact personnel was significantly correlated with CS but not profit and productivity. On the other hand, the JI of customer contact personnel was significantly correlated with CS, profit and productivity. There was a significant difference between the team and non‐team structures for JI, but not for the OC of customer contact personnel.

Future studies need to focus on the potential effect of compensations schemes on the relationships between OC, JI and CS within team and non‐team structures.

This study offers some insight to whether teams provide any motivational benefit in terms of commitment and job involvement. Further, there is clear evidence that team structures increase productivity and net profit. It is hoped that this research will offer more support for the need to shift some of an organization's strategic service vision inward onto the employees.

This is one of the few studies that examine the dependent variables of profit, productivity and customer satisfaction across 40 different service organizations.

This article sets out to examine the common organizational problem of inadequate tracking and follow‐through of cross‐functional corrective actions and strategic objectives. Various solutions were tested to develop a “best practice” for improving the effectiveness and accountability of implementing action plans.

Program audits were conducted on the tracking and effectiveness of strategic objectives and corrective action plans at 24 aerospace‐related companies (e.g. Northrop, Allied Signal) in the USA.

Generally, strategic objectives and correction actions are performed adequately and on‐time within an organization's function (e.g. engineering). The adequacy of cross‐functional actions, however, was a completely different story. Typically, these actions were delayed past the “need by dates” and often failed to satisfy the internal customer's need. Several solutions were examined and “the dynamic stringing” method proved to be the most effective.

Future studies need to focus on additional methods to insure accountability of cross‐functional requirements to include incentives.

This study presents the basis for a “best practice” that could help solve inefficiencies and delays in completing cross‐functional actions. The core concept of “paper and string” can easily be upgraded to computerized project management systems. The key, however, is not to lose the power of “visibility.”

This is the only study that has examined the chronic problem or “dirty little” secret of poor cross‐functional support in numerous organizations. The value is to managers that need to insure the accomplishment of strategic objectives and corrective actions.

Researchers in the field of occupational stress and well-being are increasingly interested in the role of emotion regulation in the work context. Emotion regulation has also been widely investigated in the area of lifespan developmental psychology, with findings indicating that the ability to modify one’s emotions represents a domain in which age-related growth is possible. In this chapter, we integrate the literatures on aging, emotion regulation, and occupational stress and well-being. To this end, we review key theories and empirical findings in each of these areas, summarize existing research on age, emotion regulation, and stress and well-being at work, and develop a conceptual model on how aging affects emotion regulation and the stress process in work settings to guide future research. According to the model, age will affect (1) what kinds of affective work events are encountered and how often, (2) the appraisal of and initial emotional response to affective work events (emotion generation), and (3) the management of emotions and coping with affective work events (emotion regulation). The model has implications for researchers and practitioners who want to understand and facilitate successful emotion regulation and stress reduction in the workplace among different age groups.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.

The decision of the Wolverhampton Stipendiary in the case of “Skim‐milk Cheese” is, at any rate, clearly put. It is a trial case, and, like most trial cases, the reasons for the judgment have to be based upon first principles of common‐sense, occasionally aided, but more often complicated, by already existing laws, which apply more or less to the case under discussion. The weak point in this particular case is the law which has just come into force, in which cheese is defined as the substance “usually known as cheese” by the public and any others interested in cheese. This reliance upon the popular fancy reads almost like our Government's war policy and “the man in the street,” and is a shining example of a trustful belief in the average common‐sense. Unfortunately, the general public have no direct voice in a police court, and so the “usually known as cheese” phrase is translated according to the fancy and taste of the officials and defending solicitors who may happen to be concerned with any particular case. Not having the general public to consult, the officials in this case had a war of dictionaries which would have gladdened the heart of Dr. JOHNSON; and the outcome of much travail was the following definition: cheese is “ coagulated milk or curd pressed into a solid mass.” So far so good, but immediately a second definition question cropped up—namely, What is “milk?”—and it is at this point that the mistake occurred. There is no legal definition of new milk, but it has been decided, and is accepted without dispute, that the single word “milk” means an article of well‐recognised general properties, and which has a lower limit of composition below which it ceases to be correctly described by the one word “milk,” and has to be called “skim‐milk,” “separated milk,” “ milk and water,” or other distinguishing names. The lower limits of fat and solids‐not‐fat are recognised universally by reputable public analysts, but there has been no upper limit of fat fixed. Therefore, by the very definition quoted by the stipendiary, an article made from “skim‐milk” is not cheese, for “skim‐milk” is not “milk.” The argument that Stilton cheese is not cheese because there is too much fat would not hold, for there is no legal upper limit for fat; but if it did hold, it does not matter, for it can be, and is, sold as “Stilton” cheese, without any hardship to anyone. The last suggestion made by the stipendiary would, if carried out, afford some protection to the general public against their being cheated when they buy cheese. This suggestion is that the Board of Agriculture, who by the Act of 1899 have the legal power, should determine a lower limit of fat which can be present in cheese made from milk; but, as we have repeatedly pointed out, it is by the adoption of the Control system that such questions can alone be settled to the advantage of the producer of genuine articles and to that of the public.

During the year the officers of the Board of Customs and Excise have taken numerous samples at the ports with a view to giving effect to the provisions of Section 1 of the Sale of Food and Drugs Act, 1899, and Section 5 of the Butter and Margarine Act, 1907, as to the importation of butter, margarine, milk, condensed milk, cream, and cheese.