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Parental mental health problems can have a major impact on children and studies indicate that they increase the risk of children developing behavioural, social, emotional and educational problems (Royal College of Psychiatrists, 2004). While this impact has been acknowledged for some time, there appear to be few interventions in the UK to help reduce the effect that parental mental illness has on children. This article discusses the impact of parental mental illness on children and gives examples of interventions that have been found to be useful in other countries. Potential interventions that mental health services in the UK could adopt are also discussed.

Adolescent mental health is a concern for health professionals as the prevalence of mental health problems appears to peak in adolescence and early adulthood because of the biological and psychosocial transitions that are occurring in this age group. Adolescence is a major transitional period between childhood and adulthood and many changes--physical, emotional and social--occur during this time. These changes can precipitate and perpetuate mental health difficulties in young people. Due to the amount of changes that occur in adolescence, younger and older adolescents are at quite distinct life stages and are biologically, cognitively, socially and emotionally distinct. There are also differences between younger and older adolescents in the prevalence of different disorders and in how they express their difficulties. It is, therefore, important for healthcare professionals to be mindful of the development level of the adolescents with whom they are working and the impact that this can have on the young person's presentation, understanding of their problems and in their ability to use different therapeutic interventions.

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Purpose – This paper aims to deepen understanding of the influence of Barnard's Functions of the Executive in management theory by examining its early scholarly reception. Design/methodology/approach – The research presented is a qualitative analysis of references to Barnard's work in academic journals prior to 1956, based on 139 articles identified through text-based searching of electronic databases. Findings – Favorable opinions of Barnard's book tend to emphasize his practical insights as a business executive, while his conceptual frameworks are viewed more skeptically. Criticism often focuses on the “scientific” legitimacy of his approach or his perceived ideological perspective. Concepts prominently discussed vary among social science disciplines, and his name is quickly tied to those of subsequent academics whose work is “like” his – these likewise vary by discipline. As they emerge, their voices on the concepts may supersede Barnard's influence. Research limitations/implications – Since this study ends in the mid-1950s, conclusions about how its findings reflect on subsequent use of Barnard's work by management scholars are speculative. Further research could build on this work by examining scholarly literature to track how and where specific ideas or concepts from Barnard's book have been developed in management scholarship up to the present day. Originality/value – This study informs current scholars interested in Barnard's work by suggesting how its early usage by academics based on boundaries of disciplinary interest may have diffused the book's early impact and influenced later attention to its concepts by management scholars.