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Argues that to survive and prosper in the political, social and economic climate of the 1990s and beyond, organizations must find a new way of achieving viability by aligning purposes, people, strategies and structures. Four linked procedures offer a proven way of contributing to viability by viewing the contribution of individuals in the light of organizational purpose. Career Path Appreciation (CPA) is a one‐to‐one interview that allows a trained practitioner to arrive, in two to three hours, at a view about a person′s current and likely future capability to make effective decisions. This is shared first with the respondent and then with the organization. Career Path Mapping (CPM) enables the understanding offered by CPA to be used for the mutual benefit of organization and individual. The Work Journal (WJ) enables people who have recently moved to a new level of responsibility to set down their thoughts and actions in a systematic format that encourages reflection. Organization Mapping (OM) offers an optimal model, indicating where energy can be effectively focused to bring about lasting change, taking into account purpose, patterns of communication and culture, and indicating the relationship between individual capability and the way in which work is structured at seven different levels.

For many decades, European national governments sought to stamp out undeclared work using a repressive approach. In the changing economic context of declining employment participation rates, however, the European Commission has called for a new approach to transform undeclared work into declared work. This necessitates public policy innovations. The aim of this paper is to evaluate the degree to which this European Commission call for policy innovation has been adopted by European national governments.

To evaluate this, the results are reported of an e‐survey conducted in 2010 of 104 senior stakeholders from government departments, trade unions and employer organisations in 31 European countries, and 24 follow‐up in‐depth interviews.

The finding is that although European nations have responded to the changing economic context and the resultant call by the European Commission for a new approach by adopting an array of innovative new policy measures to facilitate the declaration of undeclared work, stamping out such endeavour through repression measures remains the principal approach in most nations.

Until now, few studies have evaluated critically the different policy approaches adopted by European national governments to tackle undeclared work. This paper fills that gap.

This paper reveals that if undeclared jobs are to be transformed into declared jobs and economic inclusion promoted, national governments will need to accord more priority to innovative new policy measures to legitimise declared work than is currently the case.

This is the first critical evaluation of whether the European Commission call for innovative new policy measures when tackling undeclared work has been implemented.

Colin Mackenzie, recently appointed a school governor, discusses their function

‘Fluxing and Cleaning in Electronics Soldering’ The Grosvenor Hotel, London, 22 February 1989. ‘To clean or not to clean?’ ‘Aqueous or solvent cleaning?’ ‘What is the future for CFCs and other chlorinated solvents?’ The electronics assembly industry is ringing with such questions that make the cleaning of electronic assemblies the key issue for 1989—an issue that urgently requires answers that have the stamp of authority based on fact rather than speculation. This BABS seminar was therefore very timely and attracted a large audience to listen to eight presentations from speakers representing the cleaning equipment manufacturers, flux manufacturers, MoD quality assurance, and users' experience, as well as background on solvents in the environment.

Discusses the problems of customer satisfaction surveys, namely that hardly any department other than marketing receives the data collected; questionnaires are biased towards positive answers and are merely a political exercise – they are handed out by different departments and sent out too regularly. Enumerates a number of programmes to stamp out dissatisfaction and concludes that the team which collects and analyses the data should present the line manager with a range of solutions.