Exterior of the A. Godshaw Jewelry Store; Welwyn Garden City.

The store moved to larger quarters in the 1990s.

Exterior view of store J. Meyerhof am Platze; Hildesheim, Germany.

The photograph was taken in the late 19th century or early 20th century before the streetcar tracks were laid and a third floor added to the store. Members of the Meyerhof family lived in the 3rd floor apartment. Note the faces of the seamstresses on the second floor who were producing sheets, etc.

Therese Mayerhof nee Molling with Joel, Ilse, Adolf, Grete, and Leopold Meyerhof on rooftop of store and residence Meyerhof am Platze; Hildesheim, Germany.

From left to right, standing: Ilse, Adolf, Grete and Lepold Meyerhof; from left to right, sitting: Joel Meyerhof and Therese Mayerhof nee Molling

Crowd lined up in the street for the going-out-of-business sale at Meyerhof am Platze Store; Hildesheim, Germany. Business Establishments; Stores

Loaned for duplication by Renate Feuchtwanger

Exterior view of store J. Meyerhof am Platze; Hildesheim, Germany.

The photograph was taken in the late 19th century or early 20th century before the streetcar tracks were laid and a third floor added to the store. Members of the Meyerhof family lived in the 3rd floor apartment. Note the faces of the seamstresses on the second floor who were producing sheets, etc.

Therese Molling with Joel, Ilse, Adolf, Grete, and Leopold Meyerhof on rooftop of store and residence Meyerhof am Platze; Hildesheim, Germany.

From left to right, standing: Ilse, Adolf, Grete and Lepold Meyerhof; from left to right, sitting: Joel Meyerhof and Therese Molling

Friedrich Bergammer (Fritz Glueckselig) standing in the doorway of the gallery store M. Glueckselig & Son; 108 East 57th Street, New York Portraits Men

Digital Image

Yasha and Riva outside their lighting store; Martin Luter Strasse, Berlin Portraits Couples

Relatives of the Judey-Barosin and Finkel families

View of Muensterstrasse including Erich Gustav Baum's haberdashery store (Waesche Baum); Rheine i.W. Portraits Family

The shop was shut down by the Nazis several times during the 1930s

Grete Baum nee Dublon assisting a customer in her husband Erich Gustav Baum's haberdashery store (Waesche Baum); Muensterstrasse, Rheine i.W. Portraits Family

The shop was shut down by the Nazis several times during the 1930s

Understanding the line managers’ HRM role expectations: Does size matter?

Recent years have witnessed burgeoning interest in the line managers' contribution to HRM effectiveness. This effort requires organizations to consider important contextual conditions to ensure the desired organizational outcomes. This paper explores the significance of the organization size in understanding the line managers' involvement in HRM activities. Two case studies were conducted, one in a large and another in a small airport involving key members of the airport management who were closely related to the line managers' HRM role. Content analysis was employed to analyze data from the interviews and written documents. While there were many similarities in the line managers' HRM role, the differences in the line managers' HRM role expectations are also found to be related to differences in the size of the organization. More responsibility is expected from line managers in the large airport as compared to the small airport. This finding has important implications in aligning the HRM strategy and organizational outcomes through the line management contribution.

A taxonomic approach to understanding managerial ethical decision making approaches of clinically and non-clinically trained healthcare managers in Australia

Objective To understand differences in the managerial ethical decision-making styles of Australian healthcare managers through the exploratory use of the Managerial Ethical Profiles (MEP) Scale. Background Healthcare managers (doctors, nurses, allied health practitioners and non-clinically trained professionals) are faced with a raft of variables when making decisions within the workplace. In the absence of clear protocols and policies healthcare managers rely on a range of personal experiences, personal ethical philosophies, personal factors and organizational factors to arrive at a decision. Understanding the dominant approaches to managerial ethical decision-making, particularly for clinically trained healthcare managers, is a fundamental step in both increasing awareness of the importance of how managers make decisions, but also as a basis for ongoing development of healthcare managers. Design Cross-sectional. Methods The study adopts a taxonomic approach that simultaneously considers multiple ethical factors that potentially influence managerial ethical decision-making. These factors are used as inputs into cluster analysis to identify distinct patterns of influence on managerial ethical decision-making. Results Data analysis from the participants (n=441) showed a similar spread of the five managerial ethical profiles (Knights, Guardian Angels, Duty Followers, Defenders and Chameleons) across clinically trained and non-clinically trained healthcare managers. There was no substantial statistical difference between the two manager types (clinical and non-clinical) across the five profiles. Conclusion This paper demonstrated that managers that came from clinical backgrounds have similar ethical decision-making profiles to non-clinically trained managers. This is an important finding in terms of manager development and how organisations understand the various approaches of managerial decision-making across the different ethical profiles.

Exterior of the A. Godshaw Jewelry Store; Welwyn Garden City.

The store moved to larger quarters in the 1990s.

Exterior of the A. Godshaw Jewelry Store; Welwyn Garden City.

The store moved to larger quarters in the 1990s.