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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.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

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.

Describes a free market economy as a competitive, self‐regulating market. In this environment, marketing becomes a powerful instrument for matching products and services to people′s needs. The competitive nature of the market necessitates a continuous exploration of changes in people′s needs and a constant adaptation of the organization and its output to these changes. The success of this adaptation enhances product or service quality and ensures institutional survival. Explains that adult and continuing education can become more effective by adopting marketing strategies, and provides important marketing strategies that may be found relevant in the administration of adult and continuing education programmes under a free market economy.

To investigate the effectiveness of one‐off short continuing adult education courses for expanding the penetration of sustainable development education beyond current tertiary students.

Pre‐ and post‐course questionnaires are used to evaluate the effectiveness of a series of short training courses on environment and sustainability issues conducted by the Centre for Environmental Strategy for a UK government department.

These short continuing education courses were effective at meeting their specific aims of increasing awareness and understanding of sustainability issues, with longer courses being more beneficial and providing qualitatively different experiences. Learning on sustainable development was maximised by overtly drawing on the collective past learning experiences and knowledge of participants though carefully facilitated discussion that encourages the sharing of and building upon this knowledge base.

If the training effectiveness of short continuing education courses in sustainable development is to be effective then such courses need to exploit existing knowledge bases so that limited time resources are used for maximum benefit through teaching methodologies that promote a constructivist learning environment.

This paper examines a significant means for maximising the effectiveness short continuing education courses in sustainability. Ensuring the effectiveness of such courses is critical to increasing the penetration of sustainable development education in higher education.

(i) The development of management education The period since World War II has witnessed the rapid development of management education in the United Kingdom. This growth has been particularly pronounced in the past ten to fifteen years. During this time the educational activities of many professional bodies have increased: colleges, polytechnics, and universities have introduced certificate, diploma, undergraduate, postgraduate and post‐experience courses, the Industrial Training Act has given an impetus to management education and the business schools have been founded. Management education has become a major activity and a major business.

Hong Kong continuing education has encountered vigorous change in recent years. It is not limited to the mode of teaching and learning. Changing government policies, fund cutting to the higher education system and the entry of overseas university degrees increase the intensity of competition in the environment to an extraordinary extent. There is a large increase in demand upon internal capabilities of both the continuing education institutions and their leaders to confront the challenging conditions. Aims to examine this situation.

The alignment theory emphasizing strategic fit among the four elements – market competitiveness, business strategy, organizational culture, and leadership style – stresses the significance of matching the four elements within the same logic which are defined as “production”, “administration”, “development”, and “integration”. Strategic fit of four elements within the same logic enhances the organization's performance level. However, the phenomenon is limited in its way of operation. The researcher substitutes the phenomenon with an operationalization model of strategy fitting the four elements within the same logic by attempting an intensive case study of the strategic change process brought forward by the leader of the Built Environment Unit (BEU) of the School of Professional and Continuing Education of the University of Hong Kong.

The research concludes with a strategic change model of the BEU which emphasizes continuous learning, affection, participation and understanding. The model is built on a groundwork comprising academic identity building and culture management. Its concrete block structure is made up of contextualization in the aspects of program diversification, progression ladders and professional recognition. The whole work is reinforced by Built Environment Sustainability Symposia and a Qualifications Framework to confirm the loyalty of their students.

The model can be referred to as a framework by continuing education institution leaders who cope with similar market‐changing conditions.

The 15‐year study of excellence in public relations and communication management in the USA, the UK and Canada produced an explanation of the value of PR to an organisation and a set of theoretical principles describing how the communication function should be organised, structured and practised in an organisation. These principles provide a theoretical benchmark for auditing the quality of a PR unit. This paper identifies the implications of these principles for PR education at the undergraduate, postgraduate and continuing education levels and for management education in MBA programmes. The excellence study suggests, first, that all PR education must instil in students the view that PR is a strategic managerial function rather than a technical support function for other managerial functions. Undergraduate programmes should continue to develop superior communication skills in their students, but they must frame these technical skills in principles of strategic management, research and ethics and social responsibility. Postgraduate and continuing education programmes should focus on strategic management and research skills and educate future managers to be ethics officers in the organisation. MBA programmes should include a unit on PR in a subject area such as strategic management, public affairs or corporate social responsibility to prepare them to work with PR professionals when they become senior executives. PR education at all of these levels and in both communication and MBA programmes should educate students to practise PR globally.

An attempt is made to illustrate the multi‐faceted and multifarious nature of human resource development worldwide, following a definition of it and a description of how it operates in a number of countries throughout the world, including the US, the EEC countries, India, Singapore, Japan, Australia and New Zealand. The roles and functions of HRD practitioners are examined, and the competences required listed. A short history of the International Federation of Training and Development Organisations is offered and a list of conferences described.

Discusses the importance of continuing medical education (CME) as a key means of improving the effectiveness of health care. Notes that CME must be integral to the health system and be centrally placed within that system if it is to have the required impact. CME methodology needs to be examined and to have the appropriate effect CME activities should be related to the problems experienced within the health system. Stresses that to date there is little hard evidence to show that CME equates with effective health care but that it is an act of faith to which sensible health managers and professionals have no hesitation in subscribing.