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Identifies the qualities of the “ideal” line manager as perceived by three groups of professionals allied to medicine. Makes explicit the research methodology used to gather data, and reports the findings. Surveys three groups of professionals allied to medicine (PAM), namely, speech therapists, social workers (child health and adult physical health) and clinical psychologists. Offers an analysis of the data and draws some conclusions. Concludes with a reflection on the significance of the findings.

Problems in recruiting and retaining professional staff are an ongoing concern to many NHS Trusts and professional heads of service. There is evidence from a wide variety of sources that direct line managers are frequently cited as a source of worker’s stress and a cause of staff turnover. Reviews these issues and suggests subordinate appraisal of managers as one possible response.

The purpose of this paper is to trace the personal and intellectual evolution of the author via an autobiographic approach.

Personal, reflective, interpretive, historical narrative.

For the author, the writing of this paper opened new and reflective windows on personal and intellectual evolution, and similar effects may happen with some of the readers.

Some of the critical directions suggested herein could possibly inspire innovative critical marketing work.

There may be some insights on how to blend observations of the world at large with critical theories gleaned from the literature.

The paper offers reflections of the unequal, unjust state of the world, and this could inspire others to seek innovative ameliorative pathways.

As an autobiographical narrative, this paper – by definition – is original and unique.

March 19, 1970 Building — Safety Regulations — Scaffold — Left “partly … dismantled” — Workman properly provided with trestles — User of scaffold for balancing — Whether scaffold “capable of being used” — Construction (Working Places) Regulations, 1966 (S.I. 1966, No. 94), regs. 4, 7, 12.

This paper aims to present a definition of social marketing that considers the purpose and role of social marketing beyond behaviour change.

The paper reviews present social marketing definitions and then bolsters its underlying theoretical structure with insights distilled from three schools of thought: macromarketing, transformative consumer research and the capability approach.

Guided by the three theoretical streams, we introduce our definition, namely: social marketing is the application of marketing principles to enable individual and collective ideas and actions in the pursuit of effective, efficient, equitable, fair and sustained social transformation.

We present a list of practical implications derived from our definition of social marketing. We stress that our social marketing definition better reflects the need to balance the effects (efficiency and effectiveness) and the process (equity, fairness and sustainability) of social marketing practices. By our definition of social marketing, the marketer becomes a facilitator and participant rather than a behaviour change agent.

The paper introduces into social marketing three streams of thought that represent the most contemporary aspects of economic, market and consumer philosophy. We believe our definition can better guide social marketing in its quest to transform societies to be capable, free, equitable, fair and sustainable.

This autobiography sums up the life story of one of the contributors to the history of inquiry and instruction in the field of marketing, with special attention to the historical developments that have influenced the study of consumer behavior and the concept of branding.

This paper is an autobiographical essay, a personal history.

The reminiscence illustrates the way life experiences evolve, showing the interaction among personal growth, education, career choices and work experience that led to Professor Levy’s contributions to the field of marketing education and its research literature.

The paper describes a unique life, and an unusual explication of the personal life sources of influential ideas. It is novel in its large perspective and integrative narrative, and the unusual exposure of its various conceptual issues and links. It should be of interest to marketing historians, managers and scholars of marketing education.

August 9, 1966 Harrogate, Yorkshire Assessment to levy‐reduction in scope of trade of appellants ‐number of employees reduced — calculation of levy — whether fact that appellants will not benefit from scheme valid ground for resisting assessment — Industrial Training Levy (Wool) Order 1965.

Derived from field and telephone interviews, e-mail communications, and secondary sources, this two part case describes how Gerald Mahoney, a shoes salesman in a Foley's Department store, is faced with a problem - Macy's has bought out the Foley's chain and, in doing so, has upscale the product line of shoes and altered his commission-based compensation system. These changes have resulted in less sales for Mr. Mahoney and therein lower commission - a difficult situation since he, his wife, and his daughter were barely getting by on his currently salary. Part A of the case describes an opportunity that presents itself to Mr. Mahoney; to leave his current job with a guaranteed low salary with possible additional income from commissions for a job selling residential homes which becomes purely commission-based to start with after three months of a salary plus commission pay that includes job training. In Part B Mr. Mahoney has decided to take the sales job with ABC Home Builders and receives his assignment. He finds that the working conditions of the sales office are not conducive to selling. His office is located in the rear of a trailer that is extremely run down and is paired with a competitive, noncommunicative saleswoman. The case ends with Mr. Mahoney feeling hopeless and alienated.

This two part case has been written primarily for an undergraduate junior level course in career planning or sales management and deals with the issues of recruitment, placement, training, and compensation. The case may also be employed in a course dealing with human resource management (from an individual's perspective), salesmanship, and organizational behavior.

November 29, 1965 Edinburgh Construction industry — wholesaler of electric light fittings.