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develop standards of management practice for controlling work-related stressors. At this time no approved code of practice has emerged. To conclude, workplace stress is not going to be eliminated merely by passing legislation or having workable policies in the organisation. A thorough analysis of the sources of stress- and evidence-based stress management interventions will help to alleviate this problem in the workplace. [Editor s comment After this chapter was submitted the Court of Appeal, in London, issued an important judgement. Four cases, concerning employers liability for employee s psychiatric illness caused by stress at work, were brought together (Sutherland v. Hatton [2002] 2 All ER 1]. It has made the tests stricter. Injury to the speci c person must now be reasonably foreseeable. That would require study of the individual s characteristics and the job. Relevant factors for the employer to consider include the nature and extent of the work (with employers being more alert where jobs are intellectually or emotionally demanding), and the employee s behaviour. Employers could, in the absence of being told otherwise, assume that employees could cope and did not need to make searching enquiries. Employees returning to work, after sickness breaks, could be assumed to be t but uncharacteristic regular or long illness breaks could put them on guard. The employer s duty to act arose when it would be plain to any reasonable employer that there were problems. When deciding what the employer should do, account should be taken of the size and scope of the business as well as available resources.]

avoids this drawback by dividing the (Shannon) information gain by the entropy of the combination of the attributes A and C. With a similar argument as above we obtain 0 Isgr1 (C, A) 1. Another symmetric normalization can be achieved by dividing by the sum of the individual entropies [Borgelt and Kruse 1998b], that is, Isgr2 (C, A) = H(C) + H(A) H(CA) Igain (C, A) = . H(A) + H(C) H(A) + H(C)

Create winning relationships with your associates and customers (p 82) Building a bonfire of 100,000 logs is a slow process You have to find the right logs, nurture the flames, and build the fire gradually from nothing It takes a lot of time, patience, stamina, and diligence; but in the long run, it creates a powerful flame Through the everybody wins principle, RE/MAX was able to build its network by making the broker successful and giving the agents the freedom to promote their own business and build their careers (p 82) Believe in your employees (or potential employees) more than they believe in themselves They will rise to your expectations (p 85) Recognize when people are having a hard time adjusting to a new system or situation, and create a program that will make the transition easier and smoother (p.

Similarly, communication of the organization s ethics and fraud program to the workforce would seem to be an obvious component of an effective fraud detection program. However, 34 percent of the respondents noted that their program was well-intentioned but meaningless to employees, while an additional 21 percent stated that no such program existed. When asked how their fraud detection programs could be enhanced, 63 percent of survey participants recommended requiring strict monitoring of basic internal controls.9

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