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JobsUK: Where to float your company. - Deciding whether your company should go public is difficult enough. Deciding the means of flotation is even more complex. Sarah Perrin considers some of the options available to companies who decide to take the plunge.
UK: Editorial - Time to cheer private ownership. - Management Today's cover story this month on page 32 focuses on Britain's biggest privately owned companies. And about time too, we might say, since this area is one of our economy's best-kept secrets. F
USA: Lateral benchmarking or ... what Formula One taught an airline. - A growing number of companies are realising that in business, comparing chalk with cheese is not only a fruitful endeavour, but an increasingly necessary one.
UK: ESOP's fable becomes a reality. - Employee share ownership schemes can make a difference to performance - if they are combined with participatory management.
UK: Awards raise awareness of the need for improvement. - The Management Today/Unisys 1997 Service Excellence Awards were presented at a lunch on 30 September at the House of Commons. Now in their third year the Awards have already become some of the mos
UK: The webs we weave. - Digitally aware readers will be pleased to know that opportunities to access information about Management Today, its Awards and Special Reports on-line are growing: the magazine's associated web sites now number three.
UK: Who will take the most admired company crown for 1997? - Make no mistake, it really does matter what other people think about you - being popular may not be the most important thing in the world but it's certainly up there in the top five. Of course,
UK: Internet - Which sites are most useful? - Six suggested web sites to help SMEs.
UK: The Davidson Interview - Niall FitzGerald. - New objectives, a new management structure, successful businesses sold off - nothing is sacred, the Unilever boss tells Andrew Davidson, not even Lever Bros, the cornerstone of the business.
UK: Handy's View - Boring workplace, boring worker. - While it may not be viable to begin painting frescoes on the office walls, Charles Handy argues that an inspired workplace will result in inspired workers.
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