Do It Yourself

In Picture : Cheese platter with different cheese collection, com-bined with an exquisite homemade chocolate collection

Say cheese and Chocolate!

For such professional firms the distinction be-tween leadership and management is blurred and the roles overlap. Leadership is just one dimen-sion of multifaceted management role (Mintz-berg’s Research). This does not mean that admin-istrative and management support is unnecessary, only that management functions should not im-pinge too directly on professionals (Handy 1984, Maister 1993). With this in mind I emphasize professionalism over managerialism as essential for leadership in CBS. With this in mind I emphasize profes-sionalism over managerialism as essential for leadership in CBS.Clark Kerr, who was himself a distinguished economist. With ever increas-ing competitive global environment ernance has grown around the world. Changes in institutions

For such professional firms the distinction be-tween leadership and management is blurred and the roles overlap. Leadership is just one dimen-sion of multifaceted management role (Mintz-berg’s Research). This does not mean that admin-istrative and management support is unnecessary, only that management functions should not im-pinge too directly on professionals (Handy 1984, Maister 1993). With this in mind I emphasize professionalism over managerialism as essential for leadership in CBS. With this in mind I emphasize profes-sionalism over managerialism as essential for leadership in CBS.Clark Kerr, who was himself a distinguished economist. With ever increasing competitive global environment in this sector, the subject of best form of university leadership and governance has grown around the world. Changes in institutions

Do It Yourself

Voila! you are done with the best present. A bottle of wine and a cheese and chocolate tasting platter!

Universities are important, and therefore so are those who lead them. Many leading English universities have appointed leaders with widely varied traits in recent past. In 2003, Alison Richard a distinguished anthropologist became the first woman to lead Cambridge University. While just a year later John Hood who is recognised as a businessman joined Oxford University. The State of California is home to many great institutions. The success of University of California is often attributed to its founding president, Clark Kerr, who was himself a distinguished economist. With ever increasing competitive global environment in this sector, the subject of best form of university leadership and governance has grown around the world. Changes in institu-tions of higher education have subsequently made major changes in roles and responsibilities of the leaders of these research insti-tutions. The distinction between managers and leaders may be especially important in universities. Even though I emphasise on appointing a strong scholar-leader as the successor of Prof McNabb, the importance of managerial skills in administration work cannot be overlooked, especially with increased emphasis on managerialism (Clarke and Newman, 1994, 1997) on univer-sities in recent times. However, I assume that universities are akin to professional service firms such as law, accounting and ar-chitectural firms where professionals are treated as “autonomous competent individuals” who, on the whole manage themselves. For such professional firms the distinction between lead-ership and management is blurred and the roles overlap. Lead-ership is just one dimension of multifaceted management role (Mintzberg’s Research). This does not mean that administra-tive and management support is unnecessary, only that manage-ment functions should not impinge too directly on professionals (Handy 1984, Maister 1993). With this in mind I emphasize pro-fessionalism over managerialism as essential for leadership in CBS. With this in mind I emphasize professionalism over man-agerialism as essential for leadership in CBS.Clark Kerr, who was himself a distinguished economist. With ever increasing competitive global environment in this sector, the subject of best form of university leadership and governance has grown around the world. Changes in institutions

Make your window Sparkly this christmas!

While just a year later John Hood who is recognised as a business-man joined Oxford University.

While just a year later John Hood who is recognised as a business-man joined Oxford University.

While just a year later John Hood who is recognised as a business-man joined Oxford University.

Do It Yourself

Universities are important, and therefore so are those who lead them. Many leading English uni-versities have appointed leaders with widely var-ied traits in recent past. In 2003, Alison Richard a distinguished anthropologist became the first woman to lead Cambridge University. While just a year later John Hood who is recognised as a businessman joined Oxford University. The State of California is home to many great institutions. The success of University of California is often attributed to its founding president, Clark Kerr, who was himself a distin-guished economist. With ever increasing compet-itive global environment in this sector, the subject of best form of university leadership and govern-ance has grown around the world. Changes in in-stitutions of higher education have subsequently made major changes in roles and responsibilities of the leaders of these research institutions. The distinction between managers and leaders may be especially important in univer-sities. Even though I emphasise on appointing a strong scholar-leader as the successor of Prof McNabb, the importance of managerial skills in administration work cannot be overlooked, espe-

cially with increased emphasis on managerialism (Clarke and Newman, 1994, 1997) on universi-ties in recent times. However, I assume that uni-versities are akin to professional service firms such as law, accounting and architectural firms where professionals are treated as “autonomous competent individuals” who, on the whole man-age themselves. The distinction between managers and leaders may be especially important in univer-sities. Even though I emphasise on appointing a strong scholar-leader as the successor of Prof McNabb, the importance of managerial skills in administration work cannot be overlooked, espe-cially with increased emphasis on managerialism (Clarke and Newman, 1994, 1997) on universi-ties in recent times. However, I assume that uni-versities are akin to professional service firms such as law, accounting and architectural firms where professionals are treated as “autonomous competent individuals” who, on the whole man-age themselves.

Do It Yourself

The Perfect homemade Gift

Chocolate Rum TrufflesIngredients

125g plain chocolate 50g unsalted butter 125g trifle sponge cakes, crumbled 50g icing sugar

25ml dark rum, brandy, or liqueur of your choice, - go to chocolate martini recipe page for some more choco-late liqueur combination ideas.

50g cocoa powder, icing sugar or chocolate vermicelli - for your choice of chocolate truffle covering.

Melt the chocolate with the butter. Stir in the cake crumbs, icing sugar and spirit or liqueur of your choice.

Cover and refrigerate for about 30 minutes or until the mixture is firm enough to handle.

Dust your fingers with icing sugar and roll the truffle mixture into 24 small balls, then roll each one in the cocoa powder, icing sugar or chocolate vermicelli to coat completely.

Arrange the truffles in petit four cases, and then chill in the refrigerator until required.

Remove from the fridge 30 minutes before serving.

Universities are important, and therefore so are those who lead them. Many leading Eng-lish universities have appointed leaders with widely varied traits in recent past. In 2003, Ali-son Richard a distinguished anthropologist be-came the first woman to lead Cambridge Uni-versity. While just a year later John Hood who is recognised as a businessman joined Oxford University. Universities are important, and therefore so are those who lead them. Many leading English uni-versities have appointed leaders with widely varied traits in recent past. In 2003, Alison Richard a dis-tinguished anthropologist became the first woman to lead Cambridge University. While just a year later John Hood who is recognised as a businessman joined Oxford Univer-sity. The State of California is home to many great institutions. The success of University of Califor-nia is often attributed to its found-ing president, Clark Kerr, who was himself a distinguished economist. With ever increasing competitive global environment in this sector, the subject of best form of univer-sity leadership and governance has grown around the world. Changes in institutions of higher education have subsequently made major changes in roles and responsibilities of the leaders of these research insti-tutions. The distinction between managers and leaders may be es-pecially important in universities. Even though I emphasise on ap-pointing a strong scholar-leader as the successor of Prof McNabb, the importance of managerial skills in

administration work cannot be overlooked, especially with increased emphasis on mana-gerialism (Clarke and Newman, 1994, 1997) on universities in recent times. However, I as-sume that universities are akin to profession-al service firms such as law, accounting and architectural firms where professionals are treated as “autonomous competent individu-als” who, on the whole manage themselves. ership in CBS.Clark Kerr, who was himself a dis

Do It Yourself

Universities are important, and there-fore so are those who lead them. Many lead-ing English universities have appointed lead-ers with widely varied traits in recent past. In 2003, Alison Richard a distinguished an-thropologist became the first woman to lead Cambridge University. While just a year later John Hood who is recognised as a businessman joined Oxford University. The State of California is home to many great institutions. The success of University of California is often attributed to its found-ing president, Clark Kerr, who was himself a distinguished economist. With ever increasing competitive global environment in this sector, the subject of best form of university leader-ship and governance has grown around the world. Changes in institutions of higher edu-cation have subsequently made major changes in roles and responsibilities of the leaders of these research institutions. The distinction between managers and leaders may be especially important in univer-sities. Even though I emphasise on appointing a strong scholar-leader as the successor of Prof

McNabb, the importance of managerial skills in administration work cannot be overlooked, especially with increased emphasis on mana-gerialism (Clarke and Newman, 1994, 1997) on universities in recent times. However, I as-sume that universities are akin to profession-al service firms such as law, accounting and architectural firms where professionals are treated as “autonomous competent individu-als” who, on the whole manage themselves. For such professional firms the distinc-tion between leadership and management is blurred and the roles overlap. Leadership is just one dimension of multifaceted manage-ment role (Mintzberg’s Research). This does not mean that administrative and manage-ment support is unnecessary, only that man-agement functions should not impinge too di-rectly on professionals (Handy 1984, Maister 1993). With this in mind I emphasize profes-sionalism over managerialism as essential for leadership in CBS

Universities are important, and therefore so are those who lead them. Many leading English uni-versities have appointed leaders with widely var-ied traits in recent past. In 2003, Alison Richard a distinguished anthropologist became the first woman to lead Cambridge University. While just a year later John Hood who is recognised as a businessman joined Oxford University. The State of California is home to many great institutions. The success of University of California is often attributed to its found-ing president, Clark Kerr, who was himself a distinguished economist. With ever increasing competitive global environment in this sector, the subject of best form of university leadership and governance has grown around the world. Changes in institutions of higher education have subsequently made major changes in roles and responsibilities of the leaders of these research institutions. The distinction between managers and leaders may be especially important in univer-

sities. Even though I emphasise on appointing a strong scholar-leader as the successor of Prof McNabb, the importance of managerial skills in administration work cannot be overlooked, espe-cially with increased emphasis on managerialism (Clarke and Newman, 1994, 1997) on universi-ties in recent times. However, I assume that uni-versities are akin to professional service firms such as law, accounting and architectural firms where professionals are treated as “autonomous competent individuals” who, on the whole man-age themselves. The distinction between managers and leaders may be especially important in univer-sities. Even though I emphasise on appointing a strong scholar-leader as the successor of Prof McNabb, the importance of managerial skills in administration work cannot be overlooked, espe-cially with increased emphasis on managerialism (Clarke and Newman, 1994, 1997) on universi-ties in recent times.

Wrap up with style

Do It Yourself

Wrap up with style

Universities are important, and therefore so are those who lead them. Many leading English uni-versities have appointed leaders with widely var-ied traits in recent past. In 2003, Alison Richard a distinguished anthropologist became the first woman to lead Cambridge University. While just a year later John Hood who is recognised as a businessman joined Oxford University. The State of California is home to many great institutions. The success of University of California is often attributed to its found-ing president, Clark Kerr, who was himself a distinguished economist. With ever increasing competitive global environment in this sector, the subject of best form of university leadership and governance has grown around the world. Changes in institutions of higher education have subsequently made major changes in roles and responsibilities of the leaders of these research institutions. The distinction between managers and leaders may be especially important in univer

sities. Even though I emphasise on appointing a strong scholar-leader as the successor of Prof McNabb, the importance of managerial skills in administration work cannot be overlooked, espe-cially with increased emphasis on managerialism (Clarke and Newman, 1994, 1997) on universi-ties in recent times. However, I assume that uni-versities are akin to professional service firms such as law, accounting and architectural firms where professionals are treated as “autonomous competent individuals” who, on the whole man-age themselves. The distinction between managers and leaders may be especially important in univer-sities. Even though I emphasise on appointing a strong scholar-leader as the successor of Prof McNabb, the importance of managerial skills in administration work cannot be overlooked, espe-cially with increased emphasis on managerialism (Clarke and Newman, 1994, 1997) on universi-ties in recent times.

Poinsettia it is!