Winston Fletcher is right to say that love among the filing cabinets is here to stay (MT, July). With the British currently working the longest hours in Europe, it's not surprising that the office is one of the top venues for meeting a partner.
He is also right to urge caution, though, and not just for managers wary of accusations of sexual harassment or former lovers who decide to kiss and tell. Love and lust among equal colleagues can also cause emotional problems. Jilting is never easy, but it is even more painful when you have to spend each day looking at the partner you have just ditched/ been ditched by.
When the relationship is boss/subordinate it will often mean a body blow to the career of the lower-status employee, who may find him-or herself moved or even removed from their job. The phrase 'we won't let it affect our working relationship if we split up' has become one of the great workplace myths - people in love rarely behave rationally when a relationship goes pear-shaped.
Judi James, author, Sex at Work
A TWO-PIECE DEBATE
James Dyson's sweeping ban on all suits at his company's offices ('The Davidson Interview' MT, July) is at best an over-reaction and at worst design dogma at its most ridiculous.
Dyson says that he finds groups of men in suits 'threatening', which I think means he dislikes the use of suits as a uniform. I can have some sympathy with this belief, but his heavy-handed reaction is unbecoming of a man internationally acclaimed for his design flair.
Yes, too often men use the suit as an excuse for not thinking about their dress. But surely it would be better if Dyson encouraged his staff to think about their own personal style and the impact that the way they dress has on how they are perceived?
Chris Scott-Grey, Menswear Council
Your article 'Weighing Up The Fat Cats' (MT, July) provided a balanced view of the complex issues surrounding top pay. To form any judgment on pay levels one must consider performance, and the TSR league tables provide a useful input to this debate.
However, it is important to note that the pay figures quoted were 'potential' amounts if all performance conditions were met.
Cliff Weight, Executive Compensation Practice, William M Mercer
Mr Weight, who provided the research, makes a fair point. The table accompanying the article gave the impression that Reuters' chief executive Peter Job, for example, had a total pay package in 1998 of £1.6 million. The remuneration he actually took for that year was £777,000.
As a director of a small business frequently awash with competition I enjoyed the article 'Decide Now!' (MT, July). It is difficult enough trying to keep looking upwards and outwards in a feast-or-famine business sector such as ours.
In short order this article condenses simple and insightful ideas from a diverse range of thinkers into easily digestible bites. Professor Quelch, in particular, once more demonstrates a compact and inspirational view on the qualities of leadership.
I also believe that the revised layout and graphic style of Management Today has significantly repositioned the journal and contributes successfully to the delivery of information through its articles.
Stephen Court, director, Z Exhibitions and Live Communications
Re 'The World Is Your Office' (MT, July). The desire of management to see their assets - in this case their employees - around them is often touted as the main barrier to wider adoption of mobile working practices, and is symptomatic of a broader issue.
The technology of working on the move is here, and improving all the time. What many organisations lack is enthusiasm and an agreed strategy for mobile working. The annual MORI Captains of Industry study showed that while over 80% of respondents said that mobile working was relevant for their business, less than a quarter discussed it in the boardroom.
Unless companies take the lead and provide guidance and support on mobile working, the battle between the 'road warriors' and their colleagues back at base will continue.
Peter Richardson, director, BT Cellnet Corporate Solutions
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