Discourse strategies for dealing with conflict in participative decision making.
Yeung L N T
Journal of Applied Management Studies, (UK), Jun 97 (6/1)
Start page: 63 No of pages: 13
Examines the extent to which managers adopt conflict-handling strategies during participative decision-making meetings with their subordinates. 

Clarke A, Manton S
Business Process Management Journal, (UK), Vol 3 No 3 97
Start page: 248 No of pages: 8
Explores the use of benchmarking as a methodology for measuring and improving business performance, and outlines a particular benchmarking tool aimed at helping organizations to be more effective in managing the change process. 

Goetz K H
Public Administration, (UK), Winter 97 (75/4)
Start page: 753 No of pages: 23
Sets out the relationship between politicians and officials in Germany and examines how top officials gain the political skills and knowledge needed for promotion to senior positions within the ministerial bureaucracies. 

McCrindle J, Jones R K
International Journal of Health Care Quality Assurance, (UK), Vol 11 No 2 98
Start page: 41 No of pages: 4
Sets out the principles that underpin the new complaints procedure introduced for the National Health Service (NHS) in the United Kingdom, and the objectives set for it in Scotland. Investigates how well the procedure is working, six months after it has been implemented. 

Comparing Risk and Costs Contracts
Siddharthan K, Reid W M
International Journal of Health Care Quality Assurance, (UK), Vol 11 No 2 98 Start page: 45 No of pages: 5
Explains how older people, who are Medicare beneficiaries in the USA, are being encouraged enrol in Health Maintenance Organizations (HMOs) and looks at the use of risk and cost contracts as part of the health care prepayment plans. 

Chan P S, Peel D
Business Process Management Journal, (UK), Vol 4 No 1 98
Start page: 44 No of pages: 12
Examines the factors which persuade companies to re-engineer, and specific types of impact that re-engineering has on organizations. 

Freer J, Jackson S
Health Manpower Management, (UK), Vol 24 No 2 98
Start page: 76 No of pages: 6
Describes the process of transition managed by Huddersfield Healthcare NHS Trust between 1993 and 1997, which involved the creation of a sub-directorate of clinical support services and the merging of seven separate services managed by different district heads under one manager. 

Zeitz G, Johannesson R, Ritchie J E
Group & Organization Management, (USA), Dec 97 (22/4)
Start page: 414 No of pages: 31
Explains the need for a reliable and valid method which can be used by practitioners within an organization to evaluate the implementation of total quality management initiatives. Describes the development and validation of the scale measures proposed. 

Lucas J R
Management Review, (USA), Feb 98 (87/2) Start page: 22 No of pages: 5
Points to examples of the platitudinous nature of some vision statements; dismisses arguments against the need for an organizational vision, listing reasons why one is required, e.g. to guide or to inspire. 

Heald D, Geaughan N
Public Money & Management, (UK), Jul-Sep 97 (17/3)
Start page: 11 No of pages: 6
Starts with drawing some conclusions regarding technical issues surrounding the use of public finance in public services: that it will bring cost savings and be more cost-effective than public finance; that there has to be clarity regarding value-for-money; that there are differences between projects with genuine third-party payers and those where costs fall on the budget.