The utilization of 63 financial and non-financial measures in the evaluation of manufacturing organizations performance is studied for a sample of 79 Portuguese financial analysts and 92 Portuguese manufacturing executives. The results derived from this study, in general, point to the increasing importance of non-financial measures.

As more and more individuals choose to express themselves and their religious beliefs with headwear, jewelry, dress, tattoos, and body piercings and push the envelope on what is deemed appropriate in the workplace, employers have an increased need for creation and enforcement of reasonable dress codes and appearance policies. As with any employment policy or practice, an appearance policy must be implemented and enforced without regard to an individual's race, color, sex, national origin, religion, disability, age, or any other protected status. A policy governing dress and appearance based on the business needs of an employer that is applied fairly and consistently and does not have a disproportionate effect on any protected class will generally be upheld if challenged in court. By examining some of the more common legal challenges to dress codes and how courts have resolved the disputes, health care managers can avoid many potential problems. This article addresses the issue of religious discrimination focusing on dress and appearance and some of the court cases that provide guidance for employers.

One of the most enduring spiritual images in western art, literature, and religion is the Green Man (the Jack of the Wood): "the archetype of our oneness with the earth" (Anderson, Green Man: The Archetype of Our Oneness with the Earth, Harper Collins, San Francisco: 1990, p. 3). The Green Man has recently awakened from a long sleep, and his primary targets for renewal are business organizations that create pollution, resource depletion, waste, and human misery in their efforts to earn profits. With the rising Green Man comes a new economic story rooted in a rapidly growing global movement that is putting real pressure on business organizations to function in more sustainable ways that protect society and the natural environment. Leading organizations as they become more sustainable requires spiritually motivated strategic managers who can guide organizations as they transform into cultures built on deeply held values for the sacredness of nature, humankind, and posterity. The result of this transformation is the creation of spiritual capital in organizations, a kind of wealth earned by serving humankind and the planet. Firms that can successfully make this transformation will climb up the coevolutionary spiral into higher-level organizations with higher expectations, values, and purposes.

Managing ethical behavior is a one of the most pervasive and complex problems facing business organizations today. Employees’ decisions to behave ethically or unethically are influenced by a myriad of individual and situational factors. Background, personality, decision history, managerial philosophy, and reinforcement are but a few of the factors which have been identified by researchers as determinants of employees’ behavior when faced with ethical dilemmas. The literature related to ethical behavior is reviewed in this article, and a model for understanding ethical behavior in business organizations is proposed. It is concluded that managing ethics in business organizations requires that managers engage in a concentrated effort which involves espousing ethics, behaving ethically, developing screening mechanisms, providing ethical training, creating ethics units and reinforcing ethical behavior.

Enterprise strategy provides an accepted theoretical framework for integrating the moral responsibilities of organizations into their strategy formulation and implementation processes. We argue that, when extended to the ecological level of analysis, enterprise strategy provides a sound theoretical framework for ethically and strategically accounting for the ultimate stakeholder, planet Earth. Within the framework of enterprise strategy, a value system based on sustainability can provide a sound ethical basis for developing ecologically sensitive strategic management systems which allow organizations to satisfy the demands of the myriad green stakeholders that represent the planet in the immediate business arena. This provides a new "flavor" of enterprise strategy in which organizations "stand for sustainability." We call this new flavor "eco-enterprise strategy.".

As more and more individuals choose to express themselves and their religious beliefs with headwear, jewelry, dress, tattoos, and body piercings and push the envelope on what is deemed appropriate in the workplace, employers have an increased need for creation and enforcement of reasonable dress codes and appearance policies. As with any employment policy or practice, an appearance policy must be implemented and enforced without regard to an individual's race, color, sex, national origin, religion, disability, age, or any other protected status. A policy governing dress and appearance based on the business needs of an employer that is applied fairly and consistently and does not have a disproportionate effect on any protected class will generally be upheld if challenged in court. By examining some of the more common legal challenges to dress codes and how courts have resolved the disputes, health care managers can avoid many potential problems. This article addresses the issue of religious discrimination focusing on dress and appearance and some of the court cases that provide guidance for employers.

One of the most enduring spiritual images in western art, literature, and religion is the Green Man (the Jack of the Wood): "the archetype of our oneness with the earth" (Anderson, Green Man: The Archetype of Our Oneness with the Earth, Harper Collins, San Francisco: 1990, p. 3). The Green Man has recently awakened from a long sleep, and his primary targets for renewal are business organizations that create pollution, resource depletion, waste, and human misery in their efforts to earn profits. With the rising Green Man comes a new economic story rooted in a rapidly growing global movement that is putting real pressure on business organizations to function in more sustainable ways that protect society and the natural environment. Leading organizations as they become more sustainable requires spiritually motivated strategic managers who can guide organizations as they transform into cultures built on deeply held values for the sacredness of nature, humankind, and posterity. The result of this transformation is the creation of spiritual capital in organizations, a kind of wealth earned by serving humankind and the planet. Firms that can successfully make this transformation will climb up the coevolutionary spiral into higher-level organizations with higher expectations, values, and purposes.

Managing ethical behavior is a one of the most pervasive and complex problems facing business organizations today. Employees’ decisions to behave ethically or unethically are influenced by a myriad of individual and situational factors. Background, personality, decision history, managerial philosophy, and reinforcement are but a few of the factors which have been identified by researchers as determinants of employees’ behavior when faced with ethical dilemmas. The literature related to ethical behavior is reviewed in this article, and a model for understanding ethical behavior in business organizations is proposed. It is concluded that managing ethics in business organizations requires that managers engage in a concentrated effort which involves espousing ethics, behaving ethically, developing screening mechanisms, providing ethical training, creating ethics units and reinforcing ethical behavior.

Today's business organizations face significant environmental pressures to operate as sustainable enterprises that earn their economic returns in socially and ecologically responsible ways. These sustainable enterprises are built on effective, efficient sustainable strategic management (SSM) processes. These SSM processes are established on intangible, causally ambiguous, spiritual capabilities. These capabilities support the development of spiritually based core competencies that provide sustainable enterprises with sustained economic, social, and ecological competitive advantages.

The importance of proper documentation when taking any type of disciplinary action, particularly a termination, cannot be overstated. Proper documentation is a fundamental requirement placed upon employers by the courts when determining whether a termination is "legal." The following sample forms do not encompass all types of documentation that may be required for a given set of circumstances; they do provide the framework for health care managers to fashion their own forms to fit their employer's needs.