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The purpose of this paper is to understand how inspection team members work together to conduct surveys of hospitals, the challenges teams may face and how these might be addressed.

Data were gathered through an evaluation of a new regulatory model for acute hospitals in England, implemented by the Care Quality Commission (CQC) during 2013-2014. The authors interviewed key stakeholders, observed inspections and surveyed and interviewed inspection team members and hospital staff. Common characteristics of temporary teams provided an analytical framework.

The temporary nature of the inspection teams hindered the conduct of some inspection activities, despite the presence of organisational citizenship behaviours. In a minority of sub-teams, there were tensions between CQC employed inspectors, healthcare professionals, lay people and CQC data analysts. Membership changes were infrequent and did not appear to inhibit team functioning, with members displaying high commitment. Although there were leadership authority ambiguities, these were not problematic. Existing processes of recruitment and selection, training and preparation and to some extent leadership, did not particularly lend themselves to addressing the challenges arising from the temporary nature of the teams.

Conducting the research during the piloting of the new regulatory approach may have accentuated some challenges. There is scope for further research on inspection team leadership.

Issues may arise if inspection and accreditation agencies deploy temporary, heterogeneous survey teams.

This research is the first to illuminate the functioning of inspection survey teams by applying a temporary teams perspective.

How do entrepreneurs in the public sector effect major policy changes? Are the same entrepreneurs likely to be involved from the idea initiation stage through design, adoption, implementation and institutionalnation, or are there different prominent entrepreneurs in each of the policy stages? What does the pattern of entrepreneurial participation mean for the success of the policy? Utilizing a case study of Performance-Based Program Budgeting (PB2 ) in the State of Florida, this paper employs the observations of key Florida policymakers and advocates to describe the strategic and purposive actions of public entrepreneurs in the four stages of the PB2 budget reform policy process. The work supports current research that major policy changes, such as the adoption of PB2 in Florida, require purposive and strategic actions from public entrepreneurs for their fruition. The paper also contributes to the growing implementation and budgeting literature that describes and assesses performance-based budgeting in the states, and provides observations on necessary conditions for institutionalizing PB2 in Florida.

IN the 20 years from 1964 to 1984 at least 300 cases of in‐flight fire in aircraft were reported and of these some 52 had fatal consequences. To these must be added the statistics of post‐crash fires, incidents in which the occupants survive the trauma of impact but are then subjected to a fire hazard, generally initiated outside the cabin, and usually due to a fuel spill. The fire then gains access to the cabin via breaks due to impact damage. If one recognises the large amount of fuel which may be carried by the modern aircraft (21,400 litres for the B‐747) and the largely organic composition of the cabin furnishings (4200 kg of largely synthetic material for the B‐747) the enormity of the problem of designing to mitigate such risks may be realised.

1982 saw the world aircraft market slip even deeper into recession. Only 33 civil wide‐body aircraft were sold during the year, a mere 10% of 1979's total and 21% of 1980's.

The Scottish Parliament was founded on principles of openness and accessibility and signalled the potential for a new style of politics after devolution. In the aftermath of allegations of political sleaze early in the life of the new institution, the Standards Committee of the Scottish Parliament conducted an inquiry into the registration of lobbyists. This process attracted much comment and criticism from public affairs practitioners and the Scottish media. Based on original empirical research, numerous interviews and first‐hand observation, the purpose of this paper is to offer a response to some of these criticisms.

The research reported here is based upon extended fieldwork and observation of the developing lobbying industry around the new Scottish Parliament, spanning the period from late 1998 until summer 2003. It involved some 73 interviews with various corporate and voluntary sector lobbyists, public servants and elected representatives. It also draws on participant observation at more than 70 official, public and private meetings for those involved in public affairs in Scotland. In addition, the paper monitored the popular and specialist media in Scotland for news and analyses of issues relating to lobbying at the new Parliament, undertook focus group research to test public opinion on the issue of registration, designed and administered an e‐mail survey of public servants in the USA and Canada charged with maintaining registers of lobbyists and conducted archival research at the Scottish Executive's library at Saughton House in Edinburgh.

The paper suggests the efforts by parliamentarians to regulate their relations with lobbyists need to be grounded in principles that apply to all outside interests seeking to influence the democratic process.

The paper challenges the assertions that lobbying is misunderstood by elected representatives and that the lobbying industry is entirely committed to increasing transparency.

The promoters of PC Expo claimed that 50,000 attendees would crowd the Jacob K. Javits Center in New York City for the September 1–3 show. Hordes of “volume buyers” (corporate computer honchos) and “computer resellers” (computer dealers of various stripes) were to fill the aisles.

This year, The Council of Logistics Management broke with tradition and presented its annual Distinguished Service Award to a long‐serving staff member, George Gecowets. Brian Rooks spoke to him about his continuing involvement with, and enthusiasm for, logistics management.

Auto Diesels Ltd. Auto Diesels Ltd., Uxbridge, have announced the appointment to the Board of Directors of Air Commodore James Warburton, who will be mainly concerned with their Aircraft Equipment Division.

In an era in which adapting to change means survival, it is important to study what successful organizations have done. While the airline industry in the USA has not made thriving financial headlines, one small company has been able to satisfy its customers completely and achieve a place among the Fortune 500 in a relatively short period of time. In three steps, this article examines what Southwest Airlines has done to reach this level of achievement and maintain its excellent employee and customer relations. First, the company is defined as “excellent” according to the criteria established by Peters and Waterman. Second, management‐employee relations, organizational training and strong leadership are identified as the sources of employee motivation. Third, loss of strong leadership and organizational structure are discussed as possible future problems influencing motivation and service. The article closes by pointing to Southwest Airline’s concept of service as the true source of motivation and excellence.