American managers show increasing interest in integrating spirituality and management[1] and this integration offers managers a source of enduring meaning in turbulent times [2]. Their interest is important because for many, integrating spirituality and work brings profound meaning to their jobs as managers. It brings their deepest values to bear on their work and so offers a promise of equally deep fulfilment. Managers committed to spirituality share some similar concerns, despite their different religions and spiritual paths; this article examines the values, tasks and problems of managers that emerge as common themes in different spiritual paths.

Purpose -To better understand the process of organizational change by broadening Goffman's dramaturgical analysis to apply to the organizational level. Design/methodology/approach -It is a case study of a failed organizational change effort focused on racial and gender harassment and intimidation in a federal organization. The data came from interviews and observation. Findings -Goffman's dramaturgical analysis is expanded from the interpersonal to the organizational level. This study argues that organizations, too, have performances, a front stage, a back stage, and an audience. Conflict in the organization is seen as the management team exerting expressive control to maintain the organization's line, while activist teams (a feminist group and the Equal Employment Opportunity office) create scenes that disrupt it. The researcher/consultants who were called into study the situation were thrust into meta-complementary position. Dramaturgical analysis is posited as a separate perspective for organizational analysis.Research limitations/implications -The ability to generalize from this to other organizations is limited by the case study method used to generate the theory. Practical implications -The dramaturgical approach presented in this paper can be used to analyze organizational change and help identify sources of resistance to change that other frameworks do not. Originality/value -Goffman's dramaturgical analysis is a new frame for understanding organizational change.

Despite the growing importance of spirituality in management, the management education literature says little concerning the teacher's self and even less concerning a teacher's spiritual self. This article addresses the issue of integrating spiritual values and teaching by reflecting on the experiences of three management teachers. To explore individual aspects of their Buddhist practices, one author examines how the spiritual value of compassion has changed the experience of teaching, a second discusses mindfulness, and a third the no-self. They then reflect collectively on those experiences, indicate opportunities for research, and call for further discussion with management professors from diverse spiritual traditions. Their experience suggests that integrating spiritual values into the teaching workplace is highly rewarding and also less problematic than might be expected.

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