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Explores the UK legal profession and outlines why total quality management is essential to a legal practice′s future. Describes a TQM programme for solicitors and provides case studies of various firms which have already implemented their own systems.

Strategy, organisation change, leadership.

MBA Level/Managing Change and Leadership courses.

This case follows the journey of Malcolm Wall Morris, Chief Executive Officer of Dubai Multi Commodities Centre (DMCC), in his transformation of the organisation from a slow, unfocused organisation to one that is operationally efficient with a positive culture. The case ends by pushing students to think beyond the structural and cultural changes that took place, to the next level of change that must happen for DMCC to ensure sustainable growth.

Understand issues that are related to change management in an organisation and being aware of the potential ways to manage it; recognize the role of leadership in driving and managing change; recognize that the issues discussed are not limited to the case of DMCC, but are applicable to all other organisations who seek sustainable growth in the long run.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The monograph argues that American racism has two colours (white and black), not one; and that each racism dresses itself not in one clothing, but in four: (1) “Minimal” negative, when one race considers another race inferior to itself in degree, but not in nature; (2) “Maximal” negative, when one race regards another as inherently inferior; (3) “Minimal” positive, when one race elevates another race to a superior status in degree, but not in nature; and (4) “Maximal” positive, when one race believes that the other race is genetically superior. The monograph maintains that the needs of capitalism created black slavery; that black slavery produced white racism as a justification for black slavery; and that black racism is a backlash of white racism. The monograph concludes that the abolition of black slavery and the civil rights movement destroyed the social and political ground for white and black racism, while the modern development of capitalism is demolishing their economic and intellectual ground.

Examines the use of “how to” guides as tools of internal communication at do‐it‐yourself retailer Homebase and at Premier Custodial Group, which provides services in prisons, immigration centres and secure training centres, as well as electronic monitoring, prisoner‐escort and custody services.

Contains information provided by the Homebase head of on‐shelf availability, and by the Premier corporate HR manager, who each played key roles in compiling their respective guides.

Points out that the Homebase guides will become the definitive reference point for the retailer's 18,000 UK employees. The guides are expected to increase productivity and customer‐service levels. Shows that the Premier guides were produced to fill a void after employee feedback highlighted the need for more HR information to be available in the workplace.

Shows that, even in the age of electronic communication, there is still an important role for concise, well‐produced, hard‐copy information.

Demonstrates, in the Homebase example, the importance of kindling employees' interest in the guides through a series of imaginative launch events. Highlights, in the Premier example, the importance of partnering with the Prison Service Union in the production of the guides.

If ‘partnership’ means anything, it must mean partnership with those who work for us; our staff.

Provides information on effective teamworking based on a survey of UK private and public sector organizations. Examines the implications of the survey findings and identifies ways of refining and improving the survey instrument and process. Highlights the importance of practically using survey data in team development and outlines a range of approaches which might be adopted.

As the world's largest document supply centre, the British Library has re‐examined the needs of its customers in the 1990s. Operating in an international marketplace, we recognise that our ‘wholesale’ role is becoming increasingly attractive to a wide range of commercial ‘information intermediaries’. These intermediaries have the potential to provide a high‐quality service to local and specialist end users, often in combination with other services and complementary information sources. To meet the higher expectations of our future customers the British Library has developed plans to strengthen this market infrastructure and to support the needs of qualified intermediaries fully. The developing markets and information ‘customers’ are beginning to value ‘managed information access’ realistically. With afresh approach to the management and development of its commercial service portfolio, the British Library believes that the new standards it is now setting for the support of customers within the emergent market infrastructure will facilitate many new opportunities for information professionals and related suppliers. The paper describes the underlying themes that have led the British Library's document supply centre to evolve an enhanced commercial strategy and maintain its reputation for international leadership.