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At a time when British management is accused of dragging its feet on investment in computer‐aided design techniques for industrial production, the government's budgets to promote computer‐aided design within the electronics industry is very welcome. Against this background, business journalist Bob Crew interviewed Leslie Miller, Chair‐man of TUKATEG, (The United Kingdom Automatic Test Equipment Suppliers' Group) on the prospects for a computerised factory of the future in British industry in the foreseeable future.

Dr. Howard Perlmutter, Professor of Industry at the University of Pennsylvania, believes that today's multinational companies will be dwarfed by their successors in the next decade — with the benign acceptance of government and unions. On a visit to the UK, Dr. Perlmutter spoke to Bob Crew about the need for management of major companies to prepare a 1985 survival kit.

Industry's salesmen are criticised by their institute chief for a slap‐happy approach to the vital task of preparing the formal written offer of sale to would‐be customers. John Fenton, director general of the Institute of Sales Management, tells Bob Crew that the conventional way of wording a Quotation — far from securing an order—is likely to put the customer off.

The ‘whiter‐than‐white’ marketing techniques of the consumer business don't cut any ice with buyers in industry — so how does an industrial supplier go about increasing his market share? For David Searles of Lee Spring, it was a simple gimmick. Other companies — examined here by Bob Crew — have sought to put an innovative dimension to existing products.

Britain's pay investigators have themselves come under scrutiny — and the outcome has placed a big question mark against the accuracy of salary surveys. Report by Bob Crew.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

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.

Young James Tye, Director General of the British Safety Council in London, is 61 years old this year and, evidently, as safe as houses, if the vernacular is to be believed.

Utilising the outplacement policy, both sides win: the company because it is able to shed staff it finds too expensive and/or inessential, and employees because they can find an equivalent, or better, job. Outplacement consultants offer external support to employers displacing staff, but can also work in‐house arranging company “job centres” which operate in the same way as government job centres for the unemployed. While in the US twice as many redundant executives reportedly receive outplacement treatment paid for by their employers, the trend is fast catching on in the UK. Those in difficulty will need more help from employers, through recognition of responsibilities in these areas and readiness to invest in outplacement and mid‐career counselling services for redundant and/or potentially redundant employees.

Fifteen years ago the problem for industrial safety in British industry was how to upgrade gum‐booted and untrained safety officers to the status of fully trained professionals. To this end the British Safety Council introduced a Diploma in Safety Management as the minimum qualification for the control of health and safety at work. The first task was to get companies to professionalise their safety management and, today, the best have done this, but many more have not. According to the British Safety Council in London, the first problem for companies intent on upgrading their safety managers is to ensure that they are trained in the basics of safety management and thereafter to encourage their graduation to risk management because, unlike the men from insurance backgrounds who have been traditionally responsible for risk management, those trained in safety are better qualified to assess and prevent risk rather than to transfer it to the insurers. For post‐diploma safety managers, the British Safety Council runs the only Risk Management Certification Course in Europe.