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Considers that managerial competence is a function of integrity and credibility. Argues for open management style from board level. Discusses the need to examine weakness as well as strength and how to achieve an improvement without loss of face, dignity or status. Concludes that a majority of executives are keen to establish a high degree of credibility by achieving high standards of integrity.

There appear to be many definitions of manpower planning. However, as far as Perkins is concerned, it is considered essential that the process of manpower planning is intimately related to the process of business planning.

The best boss I ever had would pop into see me around 8.00 am every morning to give me five minutes on any issue of mutual interest. Furthermore, he always seemed to be available despite the fact he was an incredibly busy man. I learnt a lot from him; things they never taught me on the stereotyped management training courses I had attended, things like how to give time to your people.

The following is an apocryphal story about a good professional Training Manager who wanted to initiate training in service excellence in two companies he consecutively worked for.

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.

Sets out several basic principles in customer service before giving examples of service improvements made by various organization such as BMW, Waterstone’s, British Gas and others. These improvements, explained in detail, include staff training, workshops, personalized service, mystery shoppers, cards for customer reaction, making work fun, etc. all of which are aimed at making the customer feel special.

Briefly reviews 20 books concerned with all aspects of management including studying for a management qualification, as in S. Cameron′s The MBA Handbook, which offers practical advice on how to study for an MBA. Applies the relevance of such books to the concerns of the library manager and indicates how such publications could help the manager to provide a better library service, improve interpersonal skills and generally overcome most of the hurdles which managers have to surmount.

Briefly reviews 20 books concerned with all aspects of management including studying for a management qualification, as in S. Cameron′s The MBA Handbook, which offers practical advice on how to study for an MBA. Applies the relevance of such books to the concerns of the library manager and indicates how such publications could help the manager to provide a better library service, improve interpersonal skills and generally overcome most of the hurdles which managers have to surmount.