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The purpose of this paper is to establish staff and patient opinions on the acceptability, feasibility, and utility of using the Clinical Outcomes in Routine Evaluations – Outcome Measure (CORE‐OM) in secure hospitals.

Patients and nurses (male patients and their key workers) from high, medium and low secure hospitals participated in semi‐structured interviews after completing CORE‐OM or CORE‐OM (SV).

Template themes were acceptability, feasibility, relevance, suitability, changes to treatment, and understanding. Findings suggest that the CORE‐OM is acceptable and potentially useful in secure settings.

This paper suggests that the CORE‐OM is acceptable to patients and staff in secure settings and appears to be a feasible measure for such settings. Further research and accumulation of a referential database of item scores is needed for PROMS, including the CORE‐OM, to be fully useful in secure settings.

This paper will be of use to clinicians working with forensic mental health settings. It is one of only two papers which investigate the use of the CORE‐OM in forensic settings.

As real‐time, high‐fidelity visual scene simulation has become ubiquitous in the training, modeling and simulation community, a growing need for more than “out‐the‐window” scene simulation has developed. A strong requirement has developed for the ability to simulate the output of different types of sensors, especially electro‐optical (EO), infrared (IR), night vision goggle (NVG) and radar systems. To satisfy the need for advanced sensor simulation, Evans & Sutherland (E&S) has developed a physics‐based, dynamic, real‐time sensor simulation which allows users to model advanced EO, IR and NVG devices that are fully correlated with the “out‐the‐window” visual view. In this paper, the unique sensor simulation capabilities of E&S will be described. A brief description of the physics employed, input and output are presented along with example images.

The purpose of this paper is to argue that leadership cannot and should not be “defined” but rather considered as a process. The paper goes on to refute the notion that leadership can be defined or fully understood in management terms or associations. The paper then attempts to synthesise the construct of leadership as a system of processes.

The paper compares and contrasts management and leadership to three organisational processes; time, culture and change in order to non‐define or synthesise a system of leadership.

Leadership might be more usefully understood as a process of individual and organisational engagement with time, culture and change that differ from management's relationships with these processes. That through these engagements leadership creates organisation whilst management maintains it.

The paper does not explore other systemic constructs that might be equally fruitful such as leadership and management in relation to entropy and negentropy.

The paper is attempting to demonstrate that organisations may need to create leadership in tandem with management rather than find individual leaders “defined” as able to lead.

The paper attempts to consider leadership as a process of interrelationships rather than a separate definable behaviour or competence.

Enhanced revenue mobilization is essential in developing countries such as South Africa. However, it is inevitably a complex process, both from economic and political perspectives. Increasing the rate of value-added tax (VAT) has been identified as one option to increase tax revenue, although the likely effect of VAT rate changes on tax compliance behaviour is undetermined. This study considers the impact of such a change on the tax compliance behaviour of small business entities. In order to address the impact of VAT rate changes on tax compliance behaviour, a between-subjects pre-test/post-test online field experiment was conducted and designed to identify the implications of rate changes of various directions and magnitude.

Statistical analysis of the data obtained from the experiment indicated that small business entities are inclined to reduce the VAT liability when there is an increase in the VAT rate, and to do so by overstating purchases rather than under-declaring sales. This leads to an increase in non-compliance. The greater the magnitude of the VAT rate increase, the greater the level of non-compliance. In contrast, no significant relationships were identified between a decrease in the VAT rate and tax compliance.

Lifelong learning has come to involve a variety of learning experiences. These include conventional campus teaching, workplace open learning, modular flexible learning programmes, correspondence‐based distance learning courses, and most recently Web or multimedia‐based courseware. This paper considers the use of multimedia environments for open, flexible and distance education, in particular a learning environment known as the “Virtual University” as part of a process of lifelong learning. A comparison of different modes of learning is made. The Virtual University consists of virtual lectures, virtual seminars, virtual tutorials and virtual exams. It has a number of advantages over both formal lectures and conventional open learning materials, such as interactivity, adaptation, simulation, demonstration and integration. A questionnaire survey was conducted to assess the effectiveness of the Virtual University, and the results indicate an enhancement of the overall learning experience.

With the increased need for quantitative measures of accountability and effectiveness in the therapeutic setting, standardised outcome measures have come to the fore. This study aimed to assess the psychometric quality of the Clinical Outcomes in Routine Evaluation (CORE‐OM) used with an Irish population of adult victims of childhood abuse. The study indicated that the outcome measure was a useful tool in a forensic therapeutic setting, despite issues regarding the CORE's factor structure. The study also found that the service assessed matched the benchmarks laid down by the CORE systems group regarding levels of change brought about by therapeutic interventions, further indicating the benefits of CORE. The study discusses these issues and possible recommendations for aiding better integration of CORE's findings within therapy and broader clinical practice.

The purpose of this paper is to describe and analyze Sabre Yachts, a firm that manufactures specialty sail and power boats.

A case research method including field interviews and secondary research was carried out. The case describes the dilemma that the Marketing Manager, Bentley Collins of Sabre Yachts faced in developing a profitable marketing mix given the firm's competitors, product line, industry and national economic trends and provides an analysis of the situation through structured case questions and answers.

Sabre decided to “stick to the knitting” (Peters and Waterman) and not expand geographically, as the authors suggested, into the largest state market segments. Instead, they took a more conservative approach and expanded their product line which expanded the breadth of their market into other boat market (size) segments.

The case analysis applies strategic management and marketing concepts to a specific real‐life business situation and demonstrates the value of using theory in practice.