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This paper seeks to explore the impact of new forms and organisation of work on a medium sized engineering company on Tyneside. It will involve an analysis of the way management have used the heterogeneous nature of the workforce in question to implement change. This change includes the introduction of TQM, JIT and HRM policies as well as fundamental change in the way the work is organised in the factory itself. This paper will seek to link these internal conditions with the impact of external factors. These will include a discussion of the product market, and the labour market at both local and regional level.

Several contradictions emerge in the ways in which Generation Z in Italy is, on the one hand, represented in public arenas and common sense and, on the other, when we look to the issues they face in confronting the socio-economic structure around them. This chapter specifically situates these emerging representations within the socio-economic scenario Generation Z lives in. We do this by interrogating statistical data – mainly ISTAT and Instituto Toniolo dataset. The overall picture sees Generation Z as not sharply different from the Millennials: it is a generation for which some structural constraints have been revealed already, but in respect to which they will face sharper conditions. Overall, we argue that statistical sources suggest that Generation Z is less worried about its future than it could be. The impact of the relative protective shell in which young people of this age find themselves has a role in this: one that is very much embedded in Italian culture and tradition. We conclude the chapter by conveying the idea that current Generation Z seems to be living in a soap bubble. By this we mean that the protection they enjoy and the somewhat positiveness with which they look at their future are due to disappear once they are constrained to deal with their responsibility outside of the family protection, in private life and in the labour market. Therefore the bubble that we see is specifically a soap bubble, given that it is likely to dissolve itself soon.

Presents 31 abstracts, edited by Johanthan Morris and Mike Reed, from the 2003 Employment Research Unit Annual Conference, held at Cardiff Business School in September 2003. The conference theme was “The end of management? managerial pasts, presents and futures”. Contributions covered, for example, the changing HR role, managing Kaizen, contradiction in organizational life, organizational archetypes, changing managerial work and gendering first‐time management roles. Case examples come from areas such as Mexico, South Africa, Australia, the USA, Canada and Turkey.