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This paper is concerned with job re‐design in operating systems: the types of change encountered; who advocates change and why; the implications of job changes for the job holders and their supervisors (and ultimately operations managers); and steps which can be taken to overcome or avoid supervisory management alienation. Also, the types of outcome typically emerging after implementation of job revisions.

The method of dealing with the proposed additions varies in different libraries. In the Battersea Library, the librarian makes an author‐entry on a cataloguing slip for each book he proposes, with name of publisher, price, and, if necessary, a note as to the review of the work, and its suitability for addition to the library. Before each committee meeting these are arranged in alphabetical order, and at the committee the librarian calls them over and marks on each the decision arrived at. Afterwards the slips can be sorted into “rejected,” “postponed,” and “ordered,” and dealt with accordingly. The “ordered” slips can again be sorted into two lots, one for books to be purchased new, and the other for those whose purchase is deferred until they can be met with second‐hand. When the books are received from the vendors, the number of copies, and the branch libraries to which they are allocated, are marked upon the slips. By this means a rough record is kept of the additions to the library, which is of great use to the librarian.

Multi‐skilling has been the most enduring element of patient‐focused care in the UK. A recent report from the Manchester University Health Service Management Unit (HSMU) extended the multi‐skilling debate and offered a framework for changing National Health Service workforce policy along multi‐skilling lines. Examines the main HSMU issues in the light of broader empirical and other evidence. Assesses the strengths, weaknesses, opportunities and threats to multi‐skilling. Concludes that multi‐skilling protagonists still face a number of challenges.

The Least Restrictive Environment (LRE) requirements of the Individuals with Disabilities Education Act address factors to consider in educating students with and without disabilities together to the maximum extent appropriate. This chapter is designed to examine the origins and evolving interpretations of the LRE concept in special education policy and practice. Discussion traces the evolution of the concept as a legal principle, and reviews its application to educational strategies for students with learning and behavioral disabilities in contemporary schools. In conclusion, the future of the LRE concept is addressed in light of competing policies promoting presumptive inclusive education, and publicly funded school choice programs promoting greater involvement of parents in choosing where their children with and without disabilities should be educated.

Our nineteenth volume opens with this page in circumstances as unsettled and uncertain as any in the history of this or any other journal. In defiance of prophecy the European conflict drags its colossal slow length wearily along, bearing with it the hopes and fears of the whole human race. It is not to be wondered at that the aims for which we strive have not made great strides in the year that has just closed. Important as we recognize literature and its distribution to be, the pressing material needs of the people often cause them to lose sight of the invincible fact that the freedom of the human spirit, its intellectual and humane expansion, are, after all is said, the ultimate aims of the war. It will not be of abiding service to the British race if in conquering the Germans we sacrifice beyond redemption all those sources of sweetness and light which have been the outcome of centuries of British endeavour. We do not fear that such sacrifice will be demanded of us, but the logic of material facts demonstrates that all who care for schools, libraries, museums, art galleries, music, and all other agencies for the moral and spiritual uplifting of men, must be on their guard against the well‐meaning but ignorant encroachments of those who would rather “save money” by abolishing them, than, for example, by foregoing their own individual luxuries.

This new measure of consumer law of some forty‐odd sections, a short Act by present standards but as far‐reaching as any legislation since the war, establishes a code of conduct in commerce and trade which few will be able to ignore, from the manufacturer down to the counter‐hand. Operative from November 30th of this year, traders will require to urgently consider their sales practices, advertising, labelling and their trade descriptions; sales staff will need to be instructed in their new responsibilities. The new law is not just for consumer‐retailer transactions, but extends to trade between different branches of all trades, so that a retailer will be protected against misleading descriptions and misrepresentations by a manufacturer and the latter against misdescriptions of ingredients or components.

While the much‐maligned saying, “Business as usual,” has its imperative and very necessary application to the upholding of our commerce and financial position during the war, one is inclined to ask those patriots who day in and day out decry the loyalty of thousands who are carrying a double and sometimes even a treble burden to keep business going, what is to be done if the country is exhausted by the drying up of her resources, and the ruin of her industries, we cannot but feel that the time has come for all of us to put to ourselves the enquiry as to where our own duty lies? Many who have not the physical fitness or strength for the actual fighting line might yet, we believe, find room in the direct service of the State. We have a splendid list of men who, greatly loving home and honour, have sacrificed position and given themselves for service abroad. Are there not others who are great enough to follow in their train? The large places may be already filled, but the strain on the country intensifies month by month, and we can only come to full self‐realisation as the very thought of self is slain, and the splendid spirit in the line, “Who dies if England lives?” enters into our own hearts.

The following paper is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry engineer-turned entrepreneur regarding his pioneering efforts in the industrial robot industry and the commercialization and challenges of bringing robotic inventions to market. This paper aims to discuss these issues.

The interviewee is Brian Carlisle, President and Co-founder of Precise Automation, a robot manufacturer that specializes in collaborative robots. Carlisle discusses the highlights of his 40-year career that led to groundbreaking innovations in small parts assembly and handling robots, along with some of the challenges. He also shares his thoughts on the future of the industry.

Brian Carlisle received his BS and MS degrees in Mechanical Engineering from Stanford University. After Stanford, Carlisle and colleague Dr Bruce Shimano worked for Vicarm, a three-person company started by robotics pioneer Victor Scheinman. Vicarm was sold to Unimation and Carlisle became Unimation’s Director of R&D where he and his team developed the PUMA™ series of electric robots and grew sales from $0 to $40m in five years. In 1983, Carlisle and Shimano co-founded Adept Technology and as its CEO for 20 years, Carlisle grew Adept to over $100m in robot sales. In 2004, Carlisle co-founded with Shimano, Precise Automation, and is the President and CEO.

Brian Carlisle is a pioneer of the small parts assembly and handling robot. He was one of the key members of the team that developed the PUMA™ robot for Unimation. The PUMA™ robot was the watershed product that launched the assembly robot business in the USA and Europe. At Adept, he led the design of the first Direct Drive SCARA Robot and under his helm, Precise Automation introduced the first commercially available collaborative robots. Carlisle was President of the Robotic Industries Association for three years, is the recipient of the Joseph Engelberger Award for Leadership in Robotics, and an elected IEEE Fellow. He has served on the Board of the National Coalition for Advanced Manufacturing, the Boards of the National Center for Manufacturing Science, the Automation Forum of NEMA and is a founding member of the National Electronics Manufacturing Initiative. He holds multiple patents for robot designs.

Carlisle Housing Association Ltd (CHA), created in December 2002 as a consequence of the transfer of Carlisle City Council's housing stock (7,200 properties), is located some 12 miles from the Scottish border in North Cumbria, in an area with a local population of more than 100,000 people. CHA is a subsidiary of the Riverside Group. CHA aims to deliver a sustainable community alarm service that aids the independent living options for its customers, with a focus on health and social care provision in the area.The purpose of this article is to set out the evolutionary process undertaken to develop the CHA community alarm service, rather than to explain the operational aspects of assistive technology. It aims to identify the co‐ordinated, person‐centred approach we have developed to assist vulnerable individuals to embark on a journey that fulfils their aspirations to remain as safe and independent as possible in a familiar environment.

Discusses how, after enduring difficult times in the early 1980s, Carlisle Tire & Rubber undertook a major change in its manufacturing operation with the use of employee involvement and teamwork. Examines the reluctance of some managers and supervisors to participate in the change process. Explores sources of resistance, as well as the role Training can play in helping overcome resistance. Contends that the Training and interventions used have enabled the manufacturing organization to continue the successful implementation of empowered teams and have permitted significant changes in the management organization. Concludes that the use of teams has dramatically improved quality and productivity; changing to a team culture requires total commitment on the part of senior management and organizational leaders.