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Modern conflicts are increasingly battles over images and ideas, as protagonists seek to shape audiences’ views by managing the information available through the media. The stake are high: influencing public opinion in a desired direction can have tangible pay‐offs in economic and military terms and even – in the case of the Israel‐Palestine war – in territory. Against this background, the media war can be even more important than the shooting war. While each side in the Israel‐Palestine conflict alleges media bias in favour of the other, a theoretical perspective, the hostile media effect, illuminates seeming contradictions highlighted by these competing claims. While the Israelis are better resourced for public relations purposes than the Palestinians, a vigorous domestic critique of Israeli PR efforts illustrates the limits of PR and emphasises the fluid, “wicked” nature of problems that often face communication managers.

The purpose of this paper is to explore young people's views, both positive and negative, about BBC services, and to investigate their preferred means of accessing news.

This paper reports recent research for the BBC conducted in November 2007 by the Regional Audience Council for BBC London, as part of a study covering all of England on behalf of the Audience Council England which advises the BBC Trust. Data were gathered from questionnaires and focus groups. The sample comprised 42 young adults.

Results show respondents were most interested in discussing television content, delivery, and BBC services. Secondary topics raised included the image/reputation of the BBC, scheduling matters and presentation issues. Findings indicated that although modes of access may be changing, television remains the preferred means of accessing news within this group.

Differences regarding social variables in the respondents are not considered in the analysis.

Knowledge of the preferences of discrete audience groupings is becoming increasingly important to broadcasters as “mass” audiences fragment and more opportunities to view are offered. This paper offers insight on the preferences of the youth market.

This paper makes a contribution by updating and contributing to the debates about young people's media consumption within the context of today's competitive multi‐media environment.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Discusses the turnaround in the fortunes of Alaska Airlines Inc. the Seattle‐based company which nearly 20 years ago was almost bankrupt and carrying a reputation for unreliability and poor service, and which today is the recipient of the Airline of the Year Award. Outlines the customer care programme of the company, concentrating on three training programmes introduced in recent years ‐ Inflight Customer Service Skills (ICCS) for flight attendants; Reservation Selling Skills for reservation agents; and Customer Service Skills for customer service personnel. Details the Idea for Excellence programme, which is designed to encourage suggestions from employees. Reviews plans for expansion and explores the catering side of the business which continues to put Alaska Airlines ahead of its competitors in excellence.

AT THIS PERIOD of British Industrial history, executives from the highest echelons of management down to the ordinary worker on the shop floor must be wondering what the future has in store for them. What with takeovers and Government sell‐outs the position of anybody can no longer be regarded as safe.

The chapter proposes that higher education researchers descriptively analyze and evaluate practices regarding university leadership and management through the lens of phronēsis (understood as “practical reasonableness”). It elaborates and develops an emerging orientation, coming from a range of social and organizational theorists, for a “philosophical” or “moral sociology” that derives neo-Aristotelian insights into agency and social practices.

This article discusses the increased trade interdependence between nations and its implications. Both domestic and international economic policy‐making have to anticipate and accept the interlinkages between export and import flows. In setting economic goals, a long‐term global orientation is needed to cope with these interdependencies to maintain the cohesiveness of the free‐trade system.

Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..

Poverty has been an important social problem from the beginning of humanity and will be till the end of the world. But the rapid change in technology took away the capability of human effort to cover his necessities alone. The people must improve their education, talent and capacity continuously. In this respect, today's globalizing poverty is more concrete and a difficult problem to solve than ever.