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This paper looks at the how adult protection policy and procedures have been implemented in the Northern Irish joint health & social services context. This reveals great similarity with other UK settings. One board's use of focus groups to evaluate its policy and system is reported

Herbert Coblans to whose memory this number of the Journal of Documentation is dedicated served for thirteen years as its editor and as a world‐wide spokesman of Aslib's cause. In character and intellectual make‐up he was an exemplar of Aslib itself: a highly professional exponent of the skills and techniques of recording and communication in, particularly, scientific fields. In this role he never allowed himself to be an extroverted propagandist but maintained his sometimes magisterial status as a highly attuned expert talking to experts. Thirty years ago he had been Head of the Chemistry Department in the University of Natal and it was certainly because of his scientific background that he was able to show to the scientific world a sense of the philosophies and techniques and sciences inherent in modern methods. What we are trying to show here, mainly in contributions from his professional colleagues, is more than just a record of his achievements at the summit of expertness in his profession but something of the social, cultural and moral character of a very remarkable man.

Examines Laughlin Currie's experiences in helping to implement the New Deal, a new monetary system of Roosevelt's administration implemented during the 1930s.

This paper aims to identify and fill a gap in the knowledge of the contribution of Henry S. Dennison toward management and organization studies and problematize the assumptions underlying the mainstream understanding of scientific management and human relations.

Primary sources are in the guise of archival papers, as well as published journal articles, books and book chapters; secondary sources in the guise of material about Dennison, as well as interviews with family and friends.

The paper concludes that Dennison made an original and enduring contribution to management theory including, but not isolated to, personnel management, organizational behavior and corporate governance that influenced key thinkers of his times.

Dennison was a practicing manager – in fact, he was the president of (what was) his family company which operates today as Avery Dennison – but he still found the time and energy for active public service and to peripatetically articulate his management “praxis”. The paper reveals that much of Dennison’s thoughts and deeds have much relevance today. Among other issues, in his concern with reducing labor turnover and unemployment, in devising and implementing effective personnel management and in his pioneering work on human motivation, group dynamics, goal congruence, worker empowerment and executive compensation, issues of profound importance to business leaders today can be found.

To date, only piecemeal attempts have been made to chronicle Dennison’s contributions to management and organization theory, but these have been scattered across the social sciences. There has been neither any systematic, consolidated synthesis of his contributions to management and organization studies nor of his impact on the thinking of key thinkers of his times.

THE improvement in the British standard of living is generally desired. Politicians have not only subscribed to that ideal but some of them have indicated the rate at which we should advance. There are, however, certain trends in the country's economic life which must be reversed if we are to make any progress in that direction.

Indian Summer conditions prevailed in the pleasant Thames‐side setting as some 100 delegates convened at the Runnymede Hotel, Egham, on 20–21 September for the 1989 PCIF Conference. An advance glance at the programme suggested an interesting two days' activities. In reality, expectations were, if anything, surpassed and the general consensus was that the event provided an excellent variety of useful presentations, mainly on non‐technical themes. Incorporating business issues, training, exporting, the COSHH regulations, etc., it addressed relevant areas often underemphasised or ignored in the conference agenda. Interaction between delegates and speakers reached an all‐time high, with much constructive debate ensuing, and the inclusion of a number of panel sessions proved popular and successful. Let us hope that the organisers use the same recipe for the 1990 Conference.

The origins of the UNISIST programme proposals are to be found in the concerns of the scientific community itself for the survival of its traditional communication institutions. From the outset, the concern transcended political and ideological boundaries. Scientists of East and West, meeting under Pugwash Conference auspices, in Karlovy Vary in 1964, viewed the tendency toward fractional and unco‐ordinated mechanization of information processing in different countries and in different fields of science with apprehension. Were the sciences in the process of creating in the electronic age a new Tower of Babel? Would the adventitious application of technology defeat the fundamental purpose of free and open scientific communication among all nations?

The purpose of this paper is to revisit the potential of the New Deal as a research context in management and organization studies and, in doing so, forward the role one of its chief architects, Harry Hopkins, played in managing the economic crisis. The exploration takes us to multiple layers that work together to form context around Hopkins including the Great Depression, the Roosevelt Administration, and ultimately, the New Deal. By raising Harry Hopkins as an exemplar of historical-narrative exclusion, the authors can advance the understanding of his role in the New Deal and how his actions produced early insights about management (e.g. modern crisis management).

The paper experiments with the methodological assemblage of ANTi-History and microhistorical analysis that the authors call “ANTi-Microhistory” to examine the life narrative of Harry Hopkins, his early association with President Franklin D. Roosevelt and later, the New Deal. To accomplish this, the authors undertake a programme of archival research (e.g. the digital repository of The Franklin D. Roosevelt Presidential Library and Museum) and assess various materials (e.g. speeches, biographies and memoirs) from across multiple spaces.

The findings suggest Harry Hopkins to be a much more powerful actor in mobilizing New Deal policies and their effect on early management thought than what was previously accepted. In the process, the authors found that because of durable associations with Roosevelt, key policy architects of the same ilk as Harry Hopkins (e.g. Frances Perkins, Henry Wallace, Lewis Douglas, and others) and their contributions have been marginalized. This finding illustrates the significant potential of little-known historical figures and how they might shed new insight on the development of the field and management practice.

The aim is to demonstrate the potential of engaging historical research in management with the individual – Harry Hopkins – as a unit of analysis. By engaging historical research on the individual – be it well-known or obscure figures of the past – the authors are considering how they contribute to the understanding of phenomena (e.g. New Deal, Progressivism or Keynesian economics). The authors build on research that brings to focus forgotten people, communities and ideas in management studies but go further in advocating for space in the research to consider the scholarly potential of the individual.