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Department of Health manpower management and personnel departments have had their workload increased in applying the new administrative measures recently introduced to monitor the situation in hospitals. Considers a case study, North West Thames Regional Health Authority, where the Regional Medical Manpower Manager has developed a computer system to embrace these changes, which include junior doctors′ hours, distinction and merit awards for consultants, study leave, training and ongoing education for doctors. Comments on the greater efficiency and accuracy achieved as a result and the potential spin‐off benefits for other health authorities.

THE library year ends in no spectacular way. If posterity has any cause to remember 1932 it will probably be as of a year when the doctrine of economy was raised to the rank of a divine dogma by a world of debtors and creditors all crazed with fear over international debts. A year of hurried committees producing reports for the reduction of expenditures, beneficient or otherwise; especially, in this last month, a report which if implemented would cripple almost every local activity, and set back the clock of social effort at least thirty years. The intention of such reports is no doubt good; their effects are yet to be seen. So far, the increased parsimony in national and local affairs seems only to have intensified unemployment without bettering the general situation. A reaction against all this is beginning, not a moment too soon, and all who care for the finer things in our civilisation will be compelled to stand against the more unsocial recommendations of these reports.