Simon Caulkin

In a new account of life on the beat, the main hazards are not violent offenders and organised crime but police management and bureaucracy.

GIVEN THE pervasive stereotypes it has bred about itself – dreaming spires, lost causes, undergraduates out of Evelyn Waugh and dons out of Anthony Powell – it’s easy to cast current arguments about the management of Oxford University in similar terms: ac

Expectation is management’s secret weapon. It is the self-fulfilling prophecy – a grander name for the power of expectation – that turns it into an instrument of mass destruction or the reverse, a powerful amplifier of trust and co-operation.

There are limits to what CSR can do on its own, and reality is not served by downplaying them.

After his ground-breaking design changed computers forever, engineering genius and prankster Steve Wozniak lost his memory, his millions and his hunger for corporate life. But now he’s back with a book and a brand new venture

Siberia is huge, empty and inhospitable. It seems an unlikely hotbed of new developments in a £30bn world industry.

John Lewis has shed its staid image and reinvented both the supposedly passe department store and the supermarket for a more health- and fairness-oriented age.

In his heart Felix Dennis must sense that few people can resolve the Catch-22 at the heart of his proposition. You can only get rich if you really, really want it. But if you really, really want it, you are liable to forget that getting rich is a game, a

Management has changed greatly in the last 40 years – but not for the better

MANY, PERHAPS most, management books sell success recipes – short cuts claiming to make the job simpler and easier.