Management Imperatives for the Year 2000
Traditional management styles and organizational structures must change radically if business is to face successfully the competitive challenges of the next century. Ways must be found to unlock the creative potential which is manifest at the middle and lower levels of our present bureaucratic organizations. Progressive companies, often in joint cooperation with unions, are already pointing the way to the future by encouraging broader involvement in decisions once throught to be vested only among those at the higher levels. Technology can be a driving force for change. The requirement that large numbers of employees be clustered in offices and factories will no longer be appropriate when one projects the implications of the microprocessor revolution. Much of what we know of as "work" can be performed in the home or in remote locations, thus resulting in decentralized organizational structures and a change in the nature of work in community life and in society as a whole.
THE STRATEGIC MANAGEMENT OF THE ENTITLEMENT PROCESS IN THE EMPLOYMENT RELATIONSHIP
Over time, members of organizations develop entitlements-preferences about how they 
wish to be treated and beliefs about how they should be treated. The formation of 
entitlements is an important subject for strategy researchers because employees resist changes 
that violate their perceived entitlements; thus entitlements constrain an organization's ability 
to adapt quickly in a changing environment. In this paper, we use psychological research 
to propose a two-part model of entitlements formation: (i) Preference formation makes 
people likely to resist change because preferences adapt to experience, and thus change 
imposes painful losses; (ii) Belief formation leads to over-entitlement, and this produces 
resistance because employees perceive changes to be unfair or unjust. Over-entitlement 
happens because (a) psychological limitations in judgement and (b) strategic distortions in 
the character and content of information exchanged in relationships lead employees to 
perceive their entitlements as richer and more systematic than intended by the organization. 
Combined, the preference and belief formation processes can produce substantial resistance 
to change. 
In stable environments firms may have an incentive to allow entitlements to develop since 
they enhance employee security and commitment. However, in changing environments, 
entitlements constrain firms' ability to mobilize resources to meet competitive challenges. 
After presenting our model of entitlement formation, we use the model to organize and 
analyze a set of suggestions about how the employment relationship might be managed to 
avoid problems of entitlement formation, thus enabling firms to adapt more effectively in 
a dynamic environment.
Ceramic microwave antennas for mobile applications
Due to their medium to high permittivity values, ceramic microwave materials are attractive as building blocks for miniaturised antenna solutions. Further advantages are low dielectric losses and an excellent temperature stability of standard ceramic materials. Yet, the permittivity of the ceramic material also has a strong influence on the radiation efficiency and bandwidth of the antenna. This implies that in the design process a suitable compromise has to be found between the degree of miniaturisation on the one hand and the antenna efficiency and bandwidth on the other. We describe two approaches towards efficient miniaturised ceramic microwave antennas: the dielectric resonator antenna (DRA) with partial metallisation and the shorting post patch antenna. We focus on design steps taken to ensure both a high degree of miniaturisation and high values of the radiation efficiency, the choice of the ceramic material and the experimental performance of the antennas.