Sustainable Product Development (SPD) has been gaining increased attention in academia, industry, and policy. Over the past three decades, significant progress has been observed in incorporation of environmental issues into the product development process, through the so-called ecodesign management practices. Nevertheless, systematisation of the SPD practices, which simultaneously consider the environmental, social and economic dimensions of sustainability, is still missing. To address this gap, this research aims to identify the existing SPD management practices in the academic literature, with special focus on how sustainability dimensions are currently being considered, their coverage in relation to key knowledge areas for product development and their applicability across the SPD phases. Through a systematic literature review, 362 practices were identified and further classified according to a classification criteria. While environmental considerations are still the most prominent ones, the research highlights the importance of the early stages of product development for SPD, as well as the key knowledge areas which are currently being covered by the practices, such as sustainability evaluation and sustainability improvement.

Both managers and the staff they supervise bring unconscious and unresolved personal issues into their relationships in the workplace. This phenomenon is called ‘transference’. Transference generally interferes with the positive working relationships that are essential to achieving organizational objectives. This article provides a conceptual framework for differentiating transference from other complex emotional interactions that can occur in the workplace as well as a set of clear action steps for how the manager can respond to transference constructively. Examples of both staff and manager transference are presented to illustrate how managers can detect and then respond effectively to transference. It is noted that managers are not psychotherapists; knowledge about transference should therefore be used with caution. It is a manager's job is to help staff to succeed with their work, not to help them resolve personal problems.

The Madras Red sheep, a native breed of Tamil Nadu in India, is known for its high-quality meat and skin. The present study was carried out in 652 flocks consisting of 16 173 sheep in 46 villages randomly selected from the breeding tract to characterize and evaluate Madras Red sheep under field conditions during the period from 2006 to 2009. The data on various sheep management practices viz. flock size, housing, feeding, breeding, disease, etc. were collected based on personal observation and information provided by the farmers. The body weight and different body measurements namely horn length, ear length, tail length, height at withers, chest girth, body girth, flank girth, elbow-pin length and poll–tail length were taken. The animals are found to be medium in size with well built body having a broad and deep chest. Most of the animals are red in colour which varied from tan to dark brown. The flock size varies from 20 to 50. The main breeding season is from July to September. In 62 percent of rams, the horns are medium sized and about 15–25 cm long. In about 4 percent of ewes, the horns are small and less than 15 cm. The ears are pendulous and the tail is medium in length. The mean body weights in age groups of 0–3, 3–6, 6–12 and >12 months of males were 9.20, 12.68, 14.31 and 24.33 kg, respectively, and they were 8.93, 13.08, 17.59 and 24.23 kg, respectively, in females. The animals have excellent feed conversion efficiency under extreme conditions with a high dressing percentage. Sheep farming forms a major source of livelihood for the farmers of the study area and the non-availability of good quality fodder was the major constraint in the farming system. The results of the present study revealed that there is a scope for increasing the productivity of this breed.