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The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.

In an effort to give credit where credit is due, recounts J. Maunsell White III’s role in the development of the Taylor‐White process for treating tool steel. A contemporary and colleague of Frederick W. Taylor, “The Father of Scientific Management”, White offers a classic example of the so‐called Matthew Effect, in which recognition accrues to those of considerable repute and is withheld from those who have not yet made their mark.

This paper aims to introduce the concept of “health-justice partnership” (HJP), the provision of legal assistance for social welfare issues in health-care settings. It discusses the role of these partnerships in supporting health and care for people with mental health issues.

The authors describe an example of an HJP; discuss the rationale and evidence for this approach in relation to mental health; and reflect on implementation challenges and future directions in the UK. The authors draw on both health and legal literature to frame the discussion.

Social welfare legal needs have negative impacts on mental well-being and are more likely to occur among people with mental health conditions. Integrating legal assistance with healthcare services can improve access to support for those with unmet need. High-quality research has demonstrated positive impacts for mental health and well-being as a result of HJP interventions. Both further research and wider strategies are required to support implementation of HJPs in practice.

Legal assistance is rarely positioned as a health intervention, yet it is an effective tool to address social welfare issues that are harmful to mental health and to which people experiencing mental health are at greater risk. This paper highlights the importance of the HJP movement as an approach for supporting people with mental health issues.

This chapter introduces a new theoretical framework for developing emotion-related abilities according to the emotional intelligence (EI) construct definition of Mayer, Salovey, and Caruso (2006). The awareness, reflection, and management (ARM) model has been devised and demonstrates a triadic cycle of emotional ARM relating to affect, cognition, and behavior. The ARM model constitutes an approach to nurture emotion-related abilities (ability EI) and responds to criticism raised by Zeidner, Matthews, and Roberts (2009). The ARM Theory was corroborated by both learning theory and schools of counselling (SOC). The potential to develop emotion-related abilities in emotional awareness, reflection and reasoning, coping and management is discussed.

The purpose of this paper is to analyse and critique Lyndall Urwick's long‐term advocacy of scientific management and its influence upon management thought.

An analysis and critique of Urwick's published writings across 60 years, on the subject of scientific management and organizations, particularly linking his work and arguments to the influence of Frederick Taylor, also positioning him relative to the thinking of leading thinkers such as Henri Fayol.

This paper argues that the key to understanding his legacy lies in his unique and changing definition of “scientific management”. This was broader than the definition applied by most of his contemporaries and inspired his integrationist project of assimilating Taylorist scientific management into a raft of developing schools of management thought.

Urwick's legacy included a lifetime campaign to reconcile scientific management with succeeding schools of thought, today's management literature stereotyping of some of his contemporary thinkers, and a contribution to management literature's predilection for the labelling of theories and principles.

The paper argues for returning to original sources to accurately understand the intentions and arguments of early founders of many aspects of today's management practice. It also alerts us to the proclivity of management theory and practice to opt for convenient labels that may represent a variety of historical and contemporary meanings.

The paper offers a critical reflection and assessment of the longest standing advocate of scientific management in the management literature.