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While the share of all retail sales taken by the mail order sector has increased from 4.7% in 1976 to 6.4% in 1982, such companies face special problems when it comes to inventory control. In their paper Alan Waddington and Leslie Chadwick examine the difficulties and demonstrate how successful inventory control can boost sales turnover and profit growth.

De‐stocking has been a major feature of the retail scene over the past year or so. Nonetheless stockholding costs are still a major headache; the authors offer some tips as to how these may be reduced.

This chapter draws upon the sociological concept of rationalization to explore the role and practice of sports medicine. It highlights attempts by the profession to create a rationalized model of health care for sports participants – particularly those involved in high-performance sports settings and the enabling and constraining elements of its enactment.

The chapter explains how changes in the organization of sports medicine have dovetailed with the increasing rationalization of sport which has been significant in enacting changes in sports medicine that are aligned with a more rationalized model of care.

Key findings from the literature highlight the difficulties of implementing rationalized health care policy into practice. Specifically, the chapter examines macro-organizational changes to the structure of sports medicine and the extent to which sports medicine represents a rationalized model of health care by virtue of micro-organizational constraints.

While the discussion draws upon a breadth of research by sociologists of sport who have examined sports medicine practices, the chapter draws heavily on the UK model of sports medicine care in high-performance sport and thus the conclusions may not be wholly transferable to non-UK and non-sports contexts.

The Police Reform Bill presently before Parliament will have consequences for community safety practice. The influence of the Home Secretary may give priority to the Government agenda rather than local issues. However, the ability to appoint street wardens may be beneficial to promoting community safety.

November 30, 1967 Master and Servant — Dismissal — Redundancy — Calculation of payment — National agreement providing for 41 hour working week in road haulage business — Local agreement providing for 68 hour working week for shunters — Whether basis of calculation of redundancy payments 41 or 68 hour week — Evidence whether employees drivers or shunters — Evidence that local agreement contractually binding — Evidence later admitted that local agreement not intended to be contractually binding — Whether later evidence on local agreement wrongly admitted — Whether National agreement varied by local agreement — Contracts of Employment Act, 1963 (11 and 12 Eliz II, C.49), Sched.2, para. 1(1), (2) — Redundancy Payments Act, 1965 (13 and 14 Eliz. II, c.62), s.1(1), Sch. I, para. 5(1) — Wages Regulation (Road Haulage) Order, 1966 (S.I. 1966. No. 554).

This study aims to describe and illuminate the ways in which Kwantlen Polytechnic University (KPU) – an urban, undergraduate institution with a strong focus on teaching, learning and related research and scholarship, and a substantial international student population – adapted to pandemic conditions in 2020 in an effort to meet community and pedagogical priorities, institutional/legal responsibilities and strategic goals.

Three institutional leaders at KPU draw together their respective insights and experiences, reflecting on how governance, pedagogy and operations were impacted by COVID-19.

After two years of continuous operation during the COVID-19 pandemic, and with the strong support of its learners and the faculty, KPU has undergone significant pedagogical and technological shifts to become a multi-modal university for study, teaching and administration.

This is a “practitioner paper” with a practical focus on institutional leadership and adaptation in a period of rapid adjustment. It is more of an accounting and reflection piece than a critical analysis.

It offers post-secondary leaders’ insights into ways in which institutional values and community needs inform policy-making, operations and innovation in education.

KPU’s domestic and international student constituencies are complex and required unconventional post-secondary strategies regarding faculty autonomy and growth, de-colonization and inclusion.

KPU has a distinctive mandate in British Columbia and its commitment to experiential learning – typically associated with hands-on education – presented unusual challenges for delivery. While research-and-teaching universities were tested by COVID-19, their tests were largely alike. KPU’s experience illustrates what practical- and teaching-focused institutions confronted.

The Government White Paper, Fairness at Work, offers the opportunity for a statutory procedure for the introduction of collective bargaining when a majority of trade union members within a workplace require it. Within this proposal assumptions are made concerning the nature of individual contracts and the wishes of employees covered by them. The article indicates that the extent of derecognition in the 1980s and 1990s has underestimated the number of employees denied collective bargaining through transfer to personal contracts. Based on research covering trade unionists who have remained in membership despite transfer to personal contracts, their motives for membership and attitudes to representation and recognition are explored. While increasingly accommodated to determination of their pay and conditions on an individual basis, the trade union members in this sample remain concerned about the opacity of procedures and the lack of voice. Recognizing that this does not infer a return to the collective bargaining of the past, an alternative structure which recognizes individual contracts within collective relations is recommended.

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.

The inaugural meeting of the newly established National Party was held in the Queen's Hall, Langham Place, on Thursday, October 25th, under the presidency of Admiral Lord Beresford. There was a large and distinguished audience numbering about 3,000 persons, among those on the platform being Lord Montagu of Beaulieu, Brigadier‐General Page Croft, M.P., Mr. Havelock Wilson, Miss Constance Williams, the Hon. G. J. Jenkins (all of whom addressed the meeting), Earl Bathurst, Sir C. Allom, Major Alan Burgoyne, M.P., Colonel Cassal, Mr. G. K. Chesterton, Sir R. Cooper, M.P., Capt. Viscount Duncannon, M.P., Sir W. Earnshaw Cooper, Mr. H. A. Gwynne, Mr. Rowland Hunt, M.P., Lieut.‐Col. Lord Leconfield, Lord Leith of Fyvie, Admiral Sir H. Markham, The Earl of Northesk, Colonel R. H. Rawson, M.P., Lord Edward St. Maur, Admiral Sir Edward Seymour, Lord Stafford and others.