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Edward A. Smith has been elected to the Board of Acheson Colloids, Ltd., the principal subsidiary of Acheson Industries (Europe) Ltd. Mr. Smith was Technical Manager of Acheson Colloids Ltd. before promotion to this present position of Executive Manager, Acheson Industries (Europe) Ltd. Mr. Smith has published a number of of papers on colloidal graphite including a paper on Solid Lubricants at the one‐day symposium on Lubrication by the Institute of Petroleum in Birmingham in 195G. During the war he was a Major in the R.A.S.C. and responsible for quality control of petroleum products.

A District General Manager offers some thoughts on the implementation of the Acheson Report and challenges community medicine specialists to be realistic about deployment of their scarce skills.

Interview data from a two and a half year study of 20 District General Managers (DGMs) from a wide variety of backgrounds confirmed the view that there has been widespread dissatisfaction about the work of the District Medical Officer (DMO). This dissatisfaction was often mirrored by the DMOs themselves. We therefore supplemented the interviews with a questionnaire listing 16 principal functions of community medicine and asked the DGMs and their DMOs independently to rate the amount of attention devoted by the DMO to each function both currently and ideally. We found a contrast between the overall uncertainty and concern expressed about community medicine during discussions, and the enthusiasm for the itemized community medical functions. There was close correlation between the DGMs' and DMOs' mean rates, which were always higher in the ideal than the current rating, and particularly so for the DMO's work in information and assessment of need, in service evaluation, and — only among the DMOs' responses — in the independent advocacy of public health. We present the detailed results for all the functions, and discuss the implications of these and our interview data for the implementation of the Acheson Report and for the managerial education of public health physicians.

Purpose – Inspired by “old” institutional arguments, this chapter presents the ideas of both the “old” and “new” institutional perspective as their arguments appear in the economic anthropology literature following the substantivist–formalist debate of the 1960s.

Design/methodology/approach – During the 1960s the substantivist–formalist debate, otherwise known as the “Great Debate,” thrust institutional thought to the forefront of economic anthropology. By the close of the 1960s, the substantivist–formalist debate passed unresolved. Institutional economic anthropology reached a crossroad – it could continue the legacy of the substantivism as represented by “old” institutionalism or follow the path of “new” institutional economics. Against the long shadow of the “Great Debate,” this chapter identifies key epistemological ideas that are present within the recent history of the institutional economic anthropology literature.

Findings – On the basis of epistemological arguments, the chapter suggests that if the substantivist–formalist debate, often times referred to as the “Great Debate,” is ever to achieve closure, then practitioners of institutional economic anthropology would benefit by moving beyond “new” institutional thought.

Originality/value – This chapter provides a unique evaluation of the institutional perspective within the history of economic anthropology. Residing within this history are clear and poignant distinctions between the “old” and “new” institutional perspectives. As a result, this chapter seeks to bring to social scientists interested in institutional economists, important insights from economic anthropology that may have otherwise gone unnoticed.

The report covering 1949–50 on Heavy‐Oil Engine Working Costs, recently published by the Diesel Engine Users Association includes, this year, a marine section in addition to the usual home and overseas details of engine working costs. The marine section gives details of oil engines on 26 vessels operated by three companies.

AN experimental steam car from Norfolk‐based designer, Peter Pellandine, has Acheson's Aquadag in its boiler feedwater. Aquadag, a fine dispersion of colloidal graphite in water, provides fully‐effective lubrication at temperatures and pressures at which oil normally is likely to break down.

The ESSO PETROLEUM COMPANY LTD., have recently installed at their Purfleet, Essex, Terminal, a new automatic bottling plant for motor oils. It is the first of its kind in Great Britain and has a potential output of 1,500 pint and quart bottles per hour.

THE NEWS that no less than £14 million is to be spent on a new exhibition centre to be opened in Manchester by 1985 is perhaps the worst example of the “me, too” syndrome we have met. That half (at least) of the money is to come from Government grants—and that means you and us—makes it no sweeter in our nostrils.

The tables below are reproduced from a paper by Arthur J. Stock, Research & Development Manager, Acheson Colloids Company, Port Huron, presented at the 18th ASLE Annual Meeting, and reprinted in the August 1963 issue of Lubrication Engineering.