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A project involving four small businesses in the West Midlands is described. The Performance Improvement Programme comprises a productivity audit, monthly action learning meetings for the managing directors and in‐plant action learning groups. Specific results have been achieved in improved deliveries, work scheduling and quality control. The PIP method is recommended to help British industry (via its small firms) to help itself.

need for a new initiative The current crisis in industry seems to have highlighted many problems, some of which have existed for some time. Hardly a day goes by without our being reminded of some fresh calamity. The difficulties range from the need for new products which will create jobs, to the reduction of industrial conflict. Equally, there has been no shortage of people who have not only suggested the causes of our problems, but what we should do about them.

Who's going to own our problems? The pace and complexity of problems we are having to face are increasing. They are not only bewildering but they seem to defy all our conventional wisdoms. As just one example, high unemployment and stubbornly high inflation just did not exist side by side a few years ago. We can add to this such apparently intractable problems as: • Serious structural unemployment resulting from a combination of new technology and developing countries who can now make our traditional products cheaper and better than us. • A long standing resistance to improving productivity. • A declining commitment to work both in quantity and quality. • A reluctance for anyone to own our problems let alone their solutions. • The Black Economy (ie moonlighting) is highly productive and is expanding.

The Scenario We argue in this article that people and their organisations will have to make fundamental alterations in how they operate in a fast‐changing world. Because traditional management courses will not meet this need, a learning by doing organisational change programme is suggested. The ideas expressed are based upon the practical experience of working with line managers but, where appropriate, references are made to support the views expressed.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

WE MAKE no apology for once again returning to the theme we have been expounding of late: that there is no need to fear the mini‐micro revolution.

IF EVER there was a year to look forward to, it is this year of 1986.

July 17, 1969 Trade Union — Rules — Construction — Nomination of member for presidency refused — Eligibility — Whether discretion in general secretary to review nominations — Application to court for interlocutory relief — Jurisdiction of court — Whether ousted — Whether resort first to be had to domestic remedies where member aggrieved.