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Mentorship is a valuable aid in developing professional competence and enhancing career objectives. The article examines male‐mentor/female‐protegee relationships from the angle of ambiguity between cultural mating roles and mentoring roles.

This paper aims to propose that millennials – those born between 1980 and 1995 – are uniquely impacted by the long-term impact of the pandemic, which has accelerated the work from home movement and exacerbated organizational issues associated with working remotely. Millennials, on the cusp of embarking on important leadership roles in this new remote work environment, pose challenges and opportunities for organizations will that will last long after the pandemic.

This paper provides a viewpoint based on a narrative review and on the authors’ professional experiences within organizations. Based upon these findings, this paper has reimagined the Mumford skills model to explore millennial managers in this new remote work, post-pandemic context. The goal of this narrative review was to provide a full picture of the “Millennial manager” and the challenges they face in becoming effective managers, as well as highlight the important strengths they bring to the table.

Managers may have challenges regarding job satisfaction, productivity and organizational commitment. The positive factors are millennials prefer flexibility, teamwork and creating a positive work-life balance. The negative side has to do with isolation and the ability to embrace the organization culture in a remote environment. This model shows positive and limiting factors of millennials related to organization effectiveness. The major propositions and model were that millennium managers in this new environment increase interpersonal communication to maintain trust, effective mentoring, resolve strong organizational culture and ensure effective delegation and conflict resolution.

This study discovered challenges for managers, including developing loyalty and improving employee job satisfaction and organizational commitment. Active listening is necessary for team management to show that all team members are valued irrespective of the work environment. Active listening and empathy will increase social support at work, which improves personal well-being and productivity. Millennials will continue to use their technological skills, their desire for teamwork and their preference for participative management, resulting in becoming an invaluable asset in this era of organizational transformation. The challenge for organizations is to realize the millennial generation possesses many talents and must successfully engage them in the pursuit of organizational goals.

This paper adds to the body of knowledge regarding millennials in organizations with a specific focus on the new work environment created by the global pandemic. The authors hope that their adapted skills model – the millennial manager skills model – becomes an important resource for articulation this new environment that millennial managers are in and that this model can be further refined and expanded through empirical exploration.

The evaluation of training programmes is discussed: objectives must be defined and a proper experimental design must be used. The article describes a field study in “Self‐esteem Training” which was also used to examine the application of the Solomon four group design. It was shown that although the participants in the study were unqualified in their support for the programme, the evaluation revealed that it did not have the desired effect on job satisfaction and organisational commitment.

Female nursing supervisors and subordinate nurses in an American hospital were given questionnaires to see if there was a link between sex‐role behaviour and leadership style. It is concluded that a form of job stereotyping exists, since individuals in supervisory positions are perceived by others as being less feminine, simply because they hold that position.

Illustrates the results accomplished by an ad hoc committee established at a bank to conduct training throughout the organization, with particular emphasis on providing quality customer service. The ad hoc committee proved to be more effective and efficient than the addition of a training department or the use of external trainers. The primary criteria used for selection of committee members were strong technical competences in their primary functions and good presentation skills, as well as being considered informal leaders by their peers. The ad hoc committee was initially trained via utilization of external training consultants. The training programme conducted by the committee made a major contribution to facilitating integration among the various functions and geographically dispersed units of the organization at a very small direct cost. A key component for the success of this type of training is top management support and commitment.

This issue is a selected bibliography covering the subject of leadership.

While some women have emerged as leaders within contemporary organizations, they occupy one‐third of managerial and professorial positions in Canada while composing approximately one‐half of the workforce. At top managerial levels, they occupy less than 5 per cent of senior positions. Earlier research identified “female deficiencies” as a reason why few women have made it to the top. Other findings have indicated that following a masculine model has both advantages and disadvantages for aspiring women managers. Developmental differences between both sexes has helped to explain some of the problems for leaders and followers. Interactive leadership styles utilized by women have been beneficial in moving both genders towards a solution insofar as this style involves four factors: encouraging participation; sharing power and information; enhancing self‐worth of others and finally, energizing others. The use of an androgynous leadership model has not yielded significant findings but there are common characteristics of successful leaders combining both the masculine and feminine models. Organizations and their top leaders need to expand their definition of effective leadership so that an interactive style can be valued, allowing these organizations to be flexible in surviving within an increasingly competitive and diverse environment.

The purpose of this paper is to describe the use of oral history to teach students about management history and the implementation of principles of management during the evolution of an organization.

The paper describes the oral history methodology and how the process was adapted to classroom learning.

By studying the historical development of a multispeciality physician practice, students were able to see firsthand the incredible impact of the founders on the future of the organization and understand how the early culture and strategy of the organization set the stage for its successful future. Other findings involved the evolution of the organizational structure and incentive system, staff and recruiting policies, and the impact of the environment overtime. In addition, the use of oral history in the classroom proved to be an effective way of making management history come alive for students.

Although designed to benefit students, the researchers found that the project provided an exciting learning experience that revealed numerous new research ideas and avenues to explore.

This project was an invaluable learning experience for the students since it allowed them to witness the real world through the eyes of experienced practitioners. The students had the opportunity to talk with dynamic individuals who are successful business leaders. Their impact as role models for the students was a strong subsidiary. Furthermore, an oral history such as this leaves a memorial that can be referenced for years to come by researchers, community historians, and the organization itself.

A review of the literature on franchising has revealed a significant lack of academic research on employee training in franchise systems. Further, most research in this area tended to focus on training for franchises as part of the overall package. This study seeks to address the shortfall of research in this area by investigating the influence of training and development on an employee's job satisfaction at one of Australia's fastest growing franchises.

This study collected data from 135 frontline staff at one of Australia's largest bakery retail franchises. The data were gathered by means of a structured questionnaire, 16 items of which were devoted to an evaluation of the organisation's training and development programmes and six items were dedicated to job satisfaction.

There are several key findings for this study. First, the effectiveness and efficacy of a training program are dependent on evaluation of training quality, course design and learning experience. Next, employee satisfaction is found to be influenced by work environment, company values and job responsibilities.

Findings from this study have important managerial implications for retail franchisers and individual franchisees on how to enhance the job satisfaction of employees by the provision of effective training and development programmes.

This empirical study has made a major contribution in adding to the limited body of empirical knowledge on the influence of training and development on job satisfaction in retail franchising. It is hoped that this paper will encourage more academics to investigate the impact of training and development on job satisfaction and retention in franchising.