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The purpose of this paper is to explore the experience of a cohort of staff who transferred from a medium-sized Irish pharmaceutical company to a US multinational, while remaining in the same building as their original employers and colleagues. It highlights the role of acknowledging loss when facilitating employee transition and the co-development of a communication and integration strategy in transitioning to a new organisation.

An exploratory qualitative case study captures the experiences of the senior manager responsible for the business unit transition and a cohort of 32 employees who moved to the US multinational. Conversations between the senior manager (author three) and his academic peers (authors one and two) trace the experience of this team as they transitioned to the new organisation.

Insights are offered through the transition journey – from the unofficial partial-acquisition offer through to the due diligence period and onto the subsequent implementation of the communication and integration strategy. Findings exhibit a co-developed a communication and integration strategy, revealing a largely successful initial integration of the team into the new organisation.

The paper offers a first-hand account of the steps taken in a successful employee transition to a new organisation following a partial acquisition. It describes how acknowledging loss is a valuable first step in the transition process, enabled by the design and adoption of a co-created communication and integration strategy.

As a part of a larger study, the purpose of this study was to explore the learning outcomes for the “manager as coach” when exemplary managers are engaged in coaching their respective employees.

A qualitative, multi-case study using an adaptation of the critical incident technique (CIT) and semistructured interviews was employed with 12 managers and their respective direct reports totaling 24 interviews. Content and constant comparative analyses were used to analyze the data.

A total of five themes and 19 subthemes were identified regarding managers’ learning outcomes from managers’ perspectives. From the perspectives of their employees as coachees regarding their managers’ learning outcomes, one theme with three subthemes emerged.

Limited empirical research has explored the developmental outcomes for managers who serve as coaches for their employees. This study examined the outcomes associated with managerial coaching from both the perspectives of the managers who coach and their direct reports. The findings of this research provide more insight into the benefits managers derive from coaching their employees.

This chapter presents an international review of the experiences of children and parents regarding care during the COVID-19 pandemic. The pandemic profoundly impacted children and families, magnifying the influence of governmental policies, socio-economic disparities and cultural contexts on children's experiences and exacerbating global inequalities. Vulnerable families faced increased challenges affecting children's rights and well-being, while the transition to digital learning highlighted the critical need for equitable access to technology. Despite extensive documentation of these challenges, research focusing on the pandemic's impact on young children's development, well-being, socialization and learning opportunities, as well as the experiences of parents/carers, remains limited. This scarcity stems from the pandemic's constraints on research activities, requiring reliance on online methods and the increased burdens on parents/carers, making participation in research more challenging.

Employing the PRISMA 2020 method for a literature review, this chapter aggregates international research findings on the subject, examining the impacts of COVID-19 on health and well-being, knowledge of the pandemic, effects on learning, educational strategies, online activity engagement and collaboration with Early Childhood Education and Care (ECEC) services. It concludes with a synthesis of insights and recommendations drawn from the reviewed literature.

The chapter contributes to a comprehensive framework for understanding the pandemic's impact on young children and their families, emphasising the importance of targeted interventions, equitable resource distribution and ongoing support for the ECEC sector to address the challenges and opportunities presented by the COVID-19 pandemic and future crises.

WORDS COINED BY IMAGINATIVE WRITERS are nothing more than highly cultured pearls of thought. Though they never come into existence spontaneously or naturally, they truly adorn the language and help to perpetuate the works of novelists, playwrights, and poets. Better still, they prolong indefinitely the popularity of many novels, plays and poems that probably would otherwise slip into oblivion. If Henry Carey had never nicknamed Ambrose Philips Namby Pamby, the two eighteenth century poets would probably long be forgotten, and the English language would lack a choice verbalism as well as the humorous lines:

Discusses the start up of a quality programme, in this second part article. Argues that a vital start to culture change is training the top team in diagnostic and change agent skills. Asserts that many off‐the‐shelf quality programmes are likely to yield only short‐term benefits and, if this is to be avoided, the process of ownership must start with a tailor‐made programme designed and delivered by the managers themselves. Stresses the importance of ownership. Describes three change models used to train senior management. Asserts that the skills to enable the three models to work effectively together are change agent skills. Concludes these skills, together with the leadership behaviours referred to in part one, are an essential ingredient of a total quality management culture.

Business process re‐engineering (BPR) is certainly one of the latest buzzwords and is the subject of great interest and also great controversy. Organizations need to shake themselves out of complacency to close competitive gaps and achieve superior performance standards ‐ the reason why many have embarked on huge BPR projects. In view of the high risks associated with radical change, there are, however, many problems associated with BPR. For some BPR is going off the rails before it is properly understood, and many BPR exercises are not delivering the goods. Sometimes, organizations are expecting “quick fixes”, thus displaying their lack of understanding of a complex system. It is unreasonable to expect quick results when so much change is involved, especially when these business processes involve not only machines, but also people. Many believe, such as Mumford, that the management of change is the largest task in re‐engineering. Many people perceive re‐engineering as a threat to both their methods and their jobs. Owing to this recognition, many authors concentrate on the need to take account of the human side of re‐engineering, in particular the management of organizational change.

The purpose of this paper is to explore the effect of e‐mail interruptions on tasks and to explore the concept of e‐mail addiction within the workplace.

Data were collected from a large car rental company in the UK. The first collection method involved observing the effects of simulated e‐mail interruptions on seven employees by measuring the interrupt handling time, the interrupt recovery time, and the additional time required to complete the task given the number of interruptions. The second part of the study involved a questionnaire sent to 100 employees to capture addictive characteristics in employees' e‐mail communication behaviour.

E‐mail interruptions have a negative time impact upon employees and show that both interrupt handling and recovery time exist. A typical task takes one third longer than undertaking a task with no e‐mail interruptions. The questionnaire data show clinical characteristics classify 12 per cent of e‐mail addicts, and behavioural characteristics classify 15 per cent of e‐mail addicts in the workplace.

Observation was constrained by the timeframes and availability of the participating organisation. Measuring an employee receiving e‐mail interruptions over a greater time period might achieve a more comprehensive understanding of the impact.

The small study is the first to determine the impact of e‐mail interruptions on work tasks by observing employees, and to present a method to determine e‐mail addiction. By understanding these factors, organisations can manage workflow strategies to improve employee efficiency and effectiveness.

A growing tendency towards interdisciplinary and international social science research has resulted in the need for codes of ethics and guidelines that cross disciplinary and national boundaries. One set of such documents was developed by the RESPECT project, which produced Europe-wide professional and ethical guidelines for social sciences. This chapter builds on a semi-structured interview conducted with the Principal Investigator of the RESPECT project. Her thoughts are contextualised within the broader discussions of ethics and professional standards codes and guidelines as identified by other scholars in the field. Drawing on an experience-based account, the chapter offers guidance in overcoming some of the common concerns when developing international, interdisciplinary ethics codes and guidelines for social science research.

This chapter focuses on the management of ethnic diversity and investigates Diversity Management practices in an organization which is a member of the Diversity Charta in Germany and even won a prize for its outstanding Diversity Management initiatives. However, this chapter illustrates that in this company Diversity Management can only be understood as window dressing, rather than as a serious attempt to manage diversity and particularly ethnic diversity. The case study data derives from a larger study, which examined the habitus of managing ethnic diversity in Germany. The case study data consists of observations, interviews with key internal stuff as well as employees, a focus group, documentary analysis of company data (policies, annual reports, brochures, as well as employee statistics), information about company history and lastly visual data in the form of pictures.

Draws parallels between our consulting model (derived from the work of Gerard Egan), the core processes of the Myers‐Briggs Type Indicator (MBTI) and the managerial roles required in effective organizations. Argues that there are synergies between the four stages of the consultancy model, four levels of hierarchy (top, senior and supervisory management plus operators) and the four core processes of the MBTI (Sensing‐Feeling, Intuition‐Thinking, Intuition‐Feeling and Sensing‐Thinking). Discusses this in the context of MBTI findings on both consultants and the UK managerial population.