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1. Success is Goals The people who become successful are the people who set goals. The optimal planning periods appear to be three months and three years. What job will you be doing three years from now? How much money will you be earning? Where will you be working? What are the skills you will require to achieve your career goals? Will you need to learn about business strategy, marketing, finance, pension funds, people skills? Finally, why do you want to achieve these career goals? What is it you really want in life? Is it a beautiful home, car, better health, happy family, worthy goals, a terrific feeling of well being?

During the last few decades, most industries have seen a significant growth in the number and proportion of women, especially married women, in their labour force. Nevertheless, the cultural norms of many of these industries remain ambivalent about the employment of women. Political restraints reinforce social and cultural attitudes and generate resistance to the acceptance of the costs involved, and benefits to be gained, in adjusting society's structure to the changing roles of women and assisting the integration of women into the labour force without discrimination.

Adopt the characteristics of leaders, do what leaders do, and you become a leader.

Life is time. The meaning of life is to enrich the lives of others. The way you manage your time is the way in which you manage your life. In fact, time cannot be managed. However, you can manage the activities in your life. The actions you take determine your results.

Lists a number of points on how to manage activities to create more time – setting goals, believing that you manage your time well, setting good time management as a goal, being honest with yourself, setting priorities, continuing self‐development, making lists, making plans, identifying common time wasters, organizing workspace, delegating, taking risks with time, reading, identifying and focusing on key result areas, eradicating procrastination, holding effective meetings, reducing interruptions, developing blocks of time for specific tasks, batching tasks, finishing one job before starting another, and memorising the slogans supplied at the end of the article.

In this contribution to the increasing literature on the international division of labour and the New International Economic Order (NIEO) we wish to concentrate on some of the labour aspects of socio‐economic growth. This will be approached in the first section by considering socio‐economic growth as one aspect of the socio‐economic system outlined previously but here slightly expanded conceptually: in section two we briefly examine the ideas of the NIEO; and in the final section we consider some of the labour aspects of the NIEO.

The article presents a selection of preliminary results from the 1987 Labour Force Survey for Great Britain vis‐à‐vis male and female economic activity rates together with comparisons with 1984.

Industrial training in Great Britain has been analysed in an article in the previous issue of this journal. Here we would like to concentrate on the training of the individual and the Government's role in assisting this training over the period 1917 to 1973.

This article seeks to examine the role and effectiveness of retraining in British Government Skillcentres (formerly Government Training Centres) using case study material from a project based on the North Humberside local labour market. In the first section the background to the project and the methodology utilised are outlined. Secondly, we examine the characteristics of the Skillcentre trainees and their evaluations of the courses followed. Thirdly, we discuss the job search process and post‐training employment experience of these trainees. The fourth section concentrates on the demand side consideration of the responses and views of employers vis‐à‐vis Skillcentre trainees. Finally, we conclude that while such retraining programmes have met with some limited success there are certain important aspects which warrant further discussion.

During the last few decades, most nations have seen a significant growth in the number and proportion of women, especially married women, in the labour force. However, the cultural norms of many of these countries remain ambivalent about the employment of women outside the home. Rarely, outside socialist countries, do nations fully accept or endorse the employment of women. Political constraints reinforce ambivalent social and cultural attitudes and generate resistance to the acceptance of the costs involved, and benefits to be gained, in adjusting society's structure to the changing roles of women and assisting in the integration of women into the labour force without discrimination.