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What makes a child vulnerable to harm? What is it about how we conceptualise vulnerability that draws us to thinking about individual traits and characteristics rather than broader systems and structures of power? In this chapter, we consider these questions by exploring student experiences of vulnerability in schools. Drawing on a case study of two student experiences of harmful sexual behaviour, we explore harm, abuse and vulnerability as spatial. In doing so, we present school responses to forms of harm, drawing a division between responses which focus on vulnerable individuals and the potential of responses which target the systemic, spatial and contextual causes of harm. We conclude by offering Contextual Safeguarding as an approach for addressing the social conditions of harm.

All school staff (teaching and support) now have a duty and obligation to protect and safeguard children in their care. To be able to do this, school staff need to understand what safeguarding is and how to respond, but also need to understand a number of other concepts such as: why children end up in vulnerable situation in the first place, how teaching practices reduce vulnerability, and how to engage with children and young people in an effective and efficient manner. This chapter explores these latter types of concerns and in doing so identifies that teachers and support staff are key professionals in identifying vulnerability, preventing the escalation of concerns, engaging with children and supporting them and their education over time as they engage with and attend school. This chapter also contains a detailed breakdown of the structure and the content of this edited collection and concludes with reflective comments about the implications of this collection for you as an individual and in your career: working with children and young people in educational establishments.

Discusses the Total Quality culture of Harvester restaurants, concentrating on training to achieve the company′s mission of delivering a high quality service to its guests. Outlines the importance of teamwork in the programme, and provides a case study of the executive team, showing how the system works in practice.

This case study aims to illustrate the interaction of organizational culture, human resource (HR) policy and firm performance. It contrasts the cultures of two science‐driven organizations – the Navy's nuclear submarine force and Merck, the large pharmaceutical firm – and traces the reaction of one individual to two organizations – the United States nuclear navy and Merck & Co., a large pharmaceutical firm.

This paper is a case study based on field interviews and secondary sources.

The task‐oriented culture of the submarine fleet is compared to Merck's relations and team‐oriented corporate environment. Management skills such as flexibility, power and influence, interpersonal communication, self‐awareness and goal setting can influence career outcomes. Managerial skills are important in all settings, but a given style's efficacy is contingent upon organizational context. Adaptability is important, as is personal mission. Thus, the case examines how organizational culture, HR policies and leadership interact with an individual's career outcomes and organizational performance as well.

Because this is a case study it is not generalizable. However, the issues depicted in the case have been recognized in the managerial skills literature. The case study serves to illustrate and deepen managerial skills concepts.

This case study has illustrative value as well as hypothesis and theory‐building value, but is not generalizable.

There is relatively little research on the specifics of how to apply managerial skills in a corporate setting. Hence, the case covers important, sensitive material of practical and theoretical value.

The case describes the popular Russian children's animated TV series named the Smeshariki, its parent company (Marmelad), the domestic animation industry, and the principal international rivals and their respective animated products and/or services. The series' success led to the organic growth of vertically and horizontally related business units. Marmelad's business units' scope included producing more than 200, six and one-half minute episodes of the Smeshariki, branded children's products (e.g. educational games), granting licenses to manufacturers, establishing a network of kindergartens, and licensing the Smeshariki animated series to exhibitors in international markets. Key issues the company faces include: brand management for the Smeshariki and Marmelad, domestic and international competition in the Russian animation industry, and the need for professional management. The case provides instructors with a range of options including a holistic marketing case, or one that concentrates on focused marketing issues (i.e. all or parts of the marketing mix, brand architecture, brand equity and brand management).

This article focuses on the human resource management of the amusement and theme park industry which has been growing significantly over the last decade. To be successful in the entertainment industry, most theme park companies apply four general human resource strategies: (1) Hire the right people (2) Develop people to deliver service quality (3) Provide needed support systems (4) retain the best people. These strategies are commonly used and shown in the cases of the Disney Company, Universal Studios, and LEGOLAND. However, most of the research in this article focuses on the Disney World theme park, which has become the epitome of excellent customer service, and has set an example for other theme parks to follow. Successful companies must develop various strategies to select the right employees for the right positions, train them for superior customer service, and reward their performance for customer satisfaction. To achieve employee success, it requires a lot of efforts from many individuals in an organisation. Especially, the organisation’s corporate culture and policies must reinforce superior customer service to give clear guidelines for employees’ behaviours. Top management needs to reward and recognise employees who perform extraordinarily in the area of guest service. After all, superior guest quality is that which brings differentiation and profit to any theme park company. Therefore, if customer service is an important issue to an organisation, then people have to be important.

The Toys and Games retailer is facing one of the toughest challenges on the High Street. This paper looks at how, with price and product comparisons being very easy to make, and the ongoing rush of the Internet, the strive for a point‐of‐difference has never been more crucial in presenting retail offers. To make that point of difference, one first has to understand the current market and, more importantly, assess it from a customer's point of view.