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An interesting report has been submitted to the Brighton Watch Committee by Mr. T. J. Metcalfe, Chief Inspector of Weights and Measures. In his report Mr. Metcalfe observes that the Sale of Food (Weights and Measures) Act, 1926, which controls trading methods in connection with the sale of most articles of food, does not require that jams, marmalades, syrups or honey should be sold by weight and manufacturers and packers, with few exceptions, have not hitherto applied any weight statement to their prepacked products. Trading has generally been in standard sizes, referred to as “1's” and “2's,” and although most members of the public have understood that packs contain 1‐lb. or 2‐lb. net, no offence can be proved to have been committed when the seller makes no purportation of weight at the time of sale. The introduction of rationing has caused your Inspectors, in association with the Enforcement Officers of the Food Control Committee, to inquire more fully into the position which has developed. A purchaser is entitled to receive from the retailer with whom he is registered a maximum quantity of 2 ozs. of preserves per week. If the retailer, following the established practice, cancels eight ration coupons, hands over a jar of preserve and charges the maximum permitted price per pound, then there would appear to be prima facie evidence of a representation of weight of 1lb. Any deficiency would apparently constitute an offence by the retailer. As, however, the retailer could prove that he purchased the pack in the condition in which he sold it, that the manufacturer or packer should know the implications of the Rationing Order and the Sale of Food Act, and that the packer would strongly object to a retailer interfering with any prepacked preserve or syrup in such manner as might imperil the quality or brand repute of the product, it would appear that the retailer has an adequate defence. He could not, however, rely on a warranty, it not being the custom of the trade to mark a statement of weight on the jars, nor to insert a sufficient warranty in invoices. While the Board of Trade, under powers conferred by Section 9 (1) of the Act of 1926, can make a regulation bringing preserves within the First Schedule to the Act and thus requiring them to be sold only by net weight, this has never been done because manufacturers and packers have emphasised that there are practical difficulties, in my opinion not insurmountable, in guaranteeing the net weight content of a commodity packed gross in containers which may vary appreciably in tare weight. We have recently had evidence of deficiencies of ⅜ oz. and ¾ oz. in jars of golden syrup sold against eight ration coupons and for which the maximum permitted price per pound has been charged. The packers admit the possibility of such deficiencies and, while stating that they are doing their best to give 1lb. net weight they claim that no offence was committed against the Price Control Order in the case of the pack found to be ⅜ oz. short because the value of the shortage was not one farthing, nor was an offence committed against the Sale of Food Act because the deficiency in a single pack sold at the one time was inconsiderable. But the cumulative effect of such a deficiency in thousands of sales must be considerable and the loss to the purchasing public, in an article of food of which they receive so small a ration, is one of some gravity. In taking any legal proceedings for short weight under Section I of the Sale of Food Act, 1926, the Inspector is under an obligation to prove (a) that the deficiency was a considerable one, or (b) that inconsiderable deficiencies existed in a reasonable number of articles of the same kind sold or held for sale at the same time. It would be most undesirable for the Inspector, in seeking to establish proof of short weight, to interfere with, say, a dozen jars of preserves or syrups, having regard to the present supply position. It should not have to be necessary for the Inspector to have to rely on Section I standing alone. If the Board of Trade made a regulation under Section 9 (1) requiring such articles of food to be sold by net weight only, then the manufacturer or packer would need to guarantee the accuracy of weight content and he, I submit, is the person best able to ensure it.

The purpose of this paper is to consider the nature of leadership in the current context where the crisis in global capitalism seems to be encouraging a mechanistic approach to the management of healthcare. The paper urges an holistic leadership ethos to encourage an holistic approach to care and treatment.

The paper utilises an extensive overview of the leadership literature, and also used practical examples of care and leadership practice.

Care and capability need to be partners, but concern has been expressed at all levels of society that a reductionist model is being implemented in many caring professions.

The implications for leadership are that one of the most vital current requirements is to encourage a spirit-filled leadership at all levels in the organisations that provide care.

The paper addresses the issue that leadership can never be a purely intellectual or emotional activity, it must combine all aspects of the person in an holistic approach.

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.

The purpose of this paper is to explore the concepts of national human resource development (NHRD) and human resource development (HRD) in order to demonstrate their mutually reinforcing strategic value in the nation building process of Afghanistan.

This study conducted an analysis of the national context and organizational context of an international aid agency in relation to Afghanistan's nation building challenges.

The authors propose NHRD as an effective strategic approach to progressing Afghanistan's nation building strategy to be simultaneously used by the Afghan government and UNDP. Effective deployment of HRD principles in the selected international aid agency may further contribute to the nation building effort within Afghanistan by helping maximize organizational and workforce performances. In conjunction, these human development strategies can assist Afghan government's policy makers, and international aid agencies to successfully achieve human development goals.

The authors suggest that it is increasingly important for policy makers to understand the significant contribution of NHRD in nation building and organizational development. The authors propose some recommendations toward a sustainable modernization of a nation specifically in the context of the developing country.

The paper advances the mutually reinforcing value of NHRD and HRD and highlights their contribution towards human development, abatement of social injustices and building democracies around the world.

The paper explores a complex environment such as Afghanistan in which human development challenges are a shared responsibility between the national government and the international community. The authors’ discussion can serve as an example to demonstrate the role of NHRD in other post‐war and transitioning countries. This paper is also important for HRD scholars interested in exploring new and challenging contexts as it highlights HRD's role as a valuable policy tool in the context of national and international development.

Western societies have been shaken by the economic crisis brought on by ‘casino capitalism’ and the recklessness of the financial institutions. Once esteemed financial institutions, like Lehman Brothers, are now shown to have used dubious accounting methods to cover losses; and accountants, regulators and governments have come under scrutiny. In public life, the scandal of MPs' expenses at Westminster and the blockages in legislative assemblies in the US are compounded in England by reports of deficient and degrading care in acute hospitals, where organisational considerations appear to have taken over from the prime mission of patient care. At this time, a new, or perhaps rediscovered, form of leadership is required. One that taps into the spirit, the animating and motivating force within individuals and groups, and uses values to create a better public service for all.

A review of the relevant literature and case study analysis draws the conclusion that a skills approach to leadership makes it possible to describe and provide training in the core skills required in a wide variety of managerial situations. Such skills are most effectively acquired through practice, with feedback and guidance provided by skilled interpersonal skilled tutors. The latter skills are also best learned via feedback and guidance; unless there is a growth in effective interpersonal skills training there will ultimately be a shortage of tutors to pass on the skills learned.

At a meeting of the Council of the Royal Borough of Kensington on June 5th Councillor A. J. RICE‐OXLEY, M.D., Chairman of the Public Health Committee, brought up a report as follows:—

The purpose of this paper is to explore leadership effectiveness, with reference to nurses in the UK National Health Service (NHS).

The paper is literature based. It explores the history and policy background to nurse leadership. It reviews a range of approaches to leadership and applies the theoretical findings to the case study of nurse leaders

The paper suggests there are several inter‐related aspects to consider in relation to developing the effectiveness of nurse leaders – these may be grouped around: developing core competencies; developing emotional intelligence; developing readiness and motivation; developing contextual sensitivity; and developing clinical innovation and change.

The paper discusses the implications of the findings for the leadership development of nurses and makes recommendations.

The paper attempts to incorporate the insights from a variety of different approaches to leadership and apply them to nurse leaders in the UK NHS.

Three new directors have been named for the Board of the Aero Engine Division of Rolls‐Royce Ltd. They are Mr L. G. Dawson, B.Sc. (Eng.), (Director of Advanced Engineering), Mr E. M. Eltis, B.Sc.(Eng.) (Director and General Manager, Engineering), and Mr T. L. Metcalfe, B.Sc.(Eng.), M.I.Mcch.E.