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This chapter presents findings from a study into reading interests and habits of prisoners in six Croatian penitentiaries, and their perception and use of prison libraries. The study was conducted with the help of self-administered print survey. A total of 30% of prison population (male and female) in selected prisons was included in the study and a total of 504 valid questionnaires were returned (response rate of 81.3%). Findings indicate that reading is the respondents’ most popular leisure activity and that they read more now than before coming to prison. Respondents read more fiction than non-fiction. Most frequently they read crime novels, thrillers, and historical novels. To a lesser degree, they read religious literature, biographies, spiritual novels, social problem novels, self-help, war novels, science fiction, erotic novels, romances, spy novels and horrors. Respondents would like to read daily newspapers and magazines, and books about sport, health, travel, computers, hobbies, cookbooks, etc. Respondents have wide reading interests (both in relation to fiction and non-fiction) but they do not have access to them in their prison library. Respondents reported that reading makes their life in prison easier and their time in prison passes faster with books. Only about a quarter of respondents are satisfied with their prison library collection. Almost a fifth of respondents does not visit the library at all because it does not have anything they would like to find there: newspapers, modern literature, non-fiction, reading material for visually impaired and computers.

Referring to the importance of the public health services in this country, Sir Kingsley Wood, M.P., in a recent speech observed that the result of the recent General Election afforded an unprecedented opportunity for the steady development during the next five years, and possibly ten, of the public health services of the country, not by means of stunts, but by science and statecraft. Prevention must be their great watchword. The great triumphs of public health were due in no small degree to the work of the general practitioner. To him came the great host of patients with what were called “trivial ailments,” which, in fact, did so much to incapacitate us as a nation. People little realised, for instance, what the “common cold” cost the State. One of the greatest needs in health matters of the immediate future was research. We were still in the dark as to the causes of measles, of influenza, of rheumatism, and of cancer. We had yet to learn the relationship of certain foods and particular diseases. The Health Ministry was concerned with the important question of pure food. We needed not only cheap food but clean food, which was vital to a healthy and vigorous race. There were two great objects to be achieved. We must continue to improve our food values. It was true that in 1920 out of nearly half a million deaths those of fourteen men and two women were directly attributed to “starvation.” but the evils of malnutrition could not be so narrowly limited. Clean and wholesome food was an effective weapon against disease and premature death. There was, it was gratifying to note, a considerable rise in the standard of national nutrition, and this had been an important and favourable factor in the decline of mortality from tuberculosis. But the consumer must more and more be safeguarded against contaminated, adulterated, and disease‐producing food. Civilisation had urbanised man, it had taken him away from his natural base—the soil—and thus from the prime source of his food supply. It brought him from lone distances, and while giving him a greater abundance it had robbed his food of much of its freshness and vitality. To‐day we often chose our food more by reading advertisements than in trusting to our natural tastes. We loved to see some of our vegetables very green, and accordingly they were canned and coloured for us. Dirty and dusty milk, and careless handling of meat and bread, “doctored” butter, and the boron preserved sausage, the boracised egg, the mixture of sugar, artificial flavouring, and benzoic acid, sometimes called ginger beer, were not the best illustrations of our advance in national health conditions. It was quite possible to imagine a reasonable meal which might contain 20 or even more grains of boric acid besides other preservatives. In these respects Great Britain was behind the standard of many other countries. There was a general movement in various parts of the civilised world in the direction of limiting and controlling the admixture of chemical preservatives and colouring matter with foodstuffs. He was glad to say that it had the support in this country of the great majority of the traders, who were equally anxious to see a pure food supply. The best firms and the shopkeepers of the country strongly desired it. Mr. Neville Chamberlain had the matter well in hand, and already certain regulations were being framed on the basis of the recommendation of an Expert Committee which had recently enquired into the whole subject. These regulations would first be published, in order that persons interested might, if they desired, submit recommendations to the Ministry. Certain of the recommendations of the Committee could not be effected without legislation, but it was proposed to undertake this as soon as pressure on Parliamentary time permitted. The Ministry hoped also to promote a measure consolidating the whole of the law relating to food. He desired to say, in conclusion, that while laws were necessary and regulations were desirable to a large extent, the vital matter of clean food rested with the nation itself. The public had recently been asked by the Ministry to refrain from the common practice of handling meat before purchasing. Fingering meat was, of course, a definitely unhealthy habit. Nobody desired unnecessary regulations, especially Britishers, and they did not want grandmotherly legislation: but in certain elementary matters in connection with our food we must break many old bad habits. Education had done much for improved health and temperance, and he did not doubt it would largely help to achieve the advanre which was so necessary and urgent in connection with attainment of a purer and cleaner food supply.

This research aims to compare the contributions of two authors and practitioners from the 1920s whose work was, to a certain extent, at odds with the dominant scientific management approach of the period.

In this paper, a comparative textual analysis of texts written by Sheldon and Follett in the 1920s has been performed. This technique consists of a hierarchical descendant classification, which we use to uncover the thematic universes that Sheldon and Follett create in characterizing the fundamentals of management activity.

This comparative textual analysis shows that Follett and Sheldon developed two different ways of relying on a singular fundamental principle of management: integration.

A comparative analysis of Follett and Sheldon’s work has never been attempted. While textual analysis has been used in management research, to the authors’ knowledge, such analyses are rare in research seeking to understand management history.

The Minister of Health, in exercise of all powers enabling him by any Statute in that behalf, hereby Orders as follows :—

We publish elsewhere a report of the judgment delivered by Mr. LOVELAND‐LOVELAND, K.C., Chairman of the County of London Sessions, in the case of the Kensington Borough Council versus Bugg. The termination of this case has been called a “compromise” by some of the trade journals, and it is well to point out that it was nothing of the kind. When a conviction is confirmed in a higher court, and when proceedings are stayed upon an undertaking being given by the defendants that they will do what they were proceeded against for not doing, the description of such circumstances by the term “compromise” is ridiculous—particularly when a judgment is accompanied by remarks so decisive and uncompromising as those which were made by the learned Chairman in reference to this case. The suggestion that the case should bo brought to a conclusion in the manner indicated came from the Bench, who were evidently perfectly satisfied as to the meaning which attaches to the word “Cornflour,” and the course suggested was obviously intended merely to save the time of the Court; while the fact that the defendants submitted to the terms imposed without oven attempting to bring forward such evidence as they might have been able to get to support their position, is in itself amply sufficient to show that their advisers had appreciated the weakness of their case. There has been the usual outery in the trade journals about the sufferings of the innocent tradesman, and about “interference with the liberties of manufacturers.” In the whole history of the administration of the Food Acts in this country there are hardly any instances of prosecutions for the sale of an article under a name which is properly applicable to another, in which such outcries have not been raised. Such outcries may, however, be taken as blessings in disguise, since they mainly serve to emphasise the facts and to educate the public. The term “Cornflour” is well known to have originated from the expression “Indian Corn Flour,” and it unquestionably has a specific meaning which is not applicable to either of the two words of which the term is made up. Originally, perhaps, the term “Indian Corn Flour” may have meant the actual meal of Indian Corn or Maize, but, by the usage of more than forty years the term “ Cornflour” means the prepared starch of Maize. No doubt it has been honestly thought by some that in view of this fact any starch might bo described as “Cornflour,” but such a position is quite untenable There is no argument which can bo adduced in support of the contention that rice starch may bo described as Cornflour, which cannot also be brought forward in support of a statement that any starch whatever may be sold as Cornflour. The absurdity of this position is so obvious that it is needless to discuss it. The starches obtained from different sources are different in physical characters, in structure, and in other respects. For these reasons they are differently acted upon by the digestive juices. Moreover different starch preparations exhibit differences which are due to the presence of minute amounts of special flavouring substances derived from the raw material; and these differences it is most important to consider since they often give to an article certain characters which are required by the purchaser. A number of instances in point could be brought forward. It is no more permissible to substitute rice starch for maize starch than it is to substitute potato starch for arrowroot starch, and, for reasons which are perfectly well known and always acted upon in the medical profession, a medical man who orders a patient to be fed on a particular starch food, such as cornflour, would strongly and rightly object—particularly in certain cases —to the substitution of another starch preparation for that which he had ordered. The matter has been settled in such a way and with so strong an expression of opinion on the part of the tribunal which dealt with it, that we think it unnecessary to discuss it further.

Predicting leadership demonstrates how assessment centers can be designed to meet the extended goals of assessing three broad‐based and particularly critical indicators of hospitality leadership effectiveness: the ability to respond to change, the ability to foster trust, and the ability to create inclusive work environments.

A literature review reveals the most critical hospitality leadership needs in times of rapid and continuous change, and supports the assessment center approach as a means of judging key leadership competencies. The steps involved in developing a center to assess three particularly critical leadership competencies are outlined and challenges noted.

The assessment center is shown to be a valuable means of both assessing and predicting leadership talent beyond the scope normally associated with this method.

Assessment center methods can be extended to accomplish the organization's most important goal – preparing for, and responding to, future leadership requirements.

The paper is of value to both academic and practitioner readers interested in leadership development. It provides a rationale and practical guide for assessment center design and implementation.

Presents, from a systemic perspective, an examination and discussion of performance measurement, performance indicators and associated improvement initiatives, as typically applied in public sector organisations. Such mechanisms are usually implemented as a causal loop which is established between perceived performance and resulting actions, thereby constituting a form of feedback control. Within this context a two‐dimensional matrix model is postulated in which the independent dimensions are the source of control and the nature of the resultant control‐action. The paper examines the implications revealed by this model within the context of performance management and system dynamics. The potential role of influence diagrams and dynamic simulation models is thereby introduced as a potential means of unravelling the complex behaviour which can often arise in the presence of such interactive cause‐effect loops. A number of typical examples, drawn from within the public sector, are invoked to illustrate the discussion.

Examines the contribution of conventional academia to the high levels of under‐performance and failure in IT investments. Concludes that inter‐disciplinary collaboration and dialogue offer a feasible basis for co‐ordinating and integrating the knowledge and expertise of the IT and organisation development (OD) communities.

Institutional, economic, social and technological advancements enable openness to cope with wicked public management issues. Although open innovation (OI) is becoming a new normality for public sector entities, scholarly knowledge on this topic is not fully systematized. The article fills this gap, providing a thick and integrative account of OI to inspire public management decisions.

Following the SPAR-4-SLR protocol, a domain-based literature review has been accomplished. Consistently with the study purpose, a hybrid methodology has been designed. Bibliographic coupling permitted us to discover the research streams populating the scientific debate. The core arguments addressed within and across the streams were reported through an interpretive approach.

Starting from an intellectual core of 94 contributions, 5 research streams were spotted. OI in the public sector unfolds through an evolutionary path. Public sector entities conventionally acted as “senior partners” of privately-owned companies, providing funding (yellow cluster) and data (purple cluster) to nurture OI. An advanced perspective envisages OI as a public management model purposefully enacted by public sector entities to co-create value with relevant stakeholders (red cluster). Fitting architectures (green cluster) and mechanisms (blue cluster) should be arranged to release the potential of OI in the public sector.

The role of public sector entities in enacting OI should be revised embracing a value co-creation perspective. Tailored organizational interventions and management decisions are required to make OI a reliable and dependable public value generation model.

The article originally systematizes the scholarly knowledge about OI, presenting it as a new normality for public value generation.

The purpose of this paper is to assist public sector organizations to carry out better change management strategies and thus achieve better change processes and also to provide a critique of top‐down change strategies, especially when employed by public sector agencies. Furthermore, the paper uses the case of one such public sector organization to highlight the need to complement top‐down change strategies with other approaches.

The paper used a three‐year longitudinal case study approach to ascertain the efficacy of top‐down change in a large public sector organization. Data were collected by means of a series of employee focus groups and interviews with key management personnel. This was supplemented by organizational communication outputs.

The paper finds that a top‐down change strategy needs to be coupled with other change strategies for change to become successfully embedded in the organization. Organizational factors and processes can limit the effectiveness of communicating top‐down change and prevent information from filtering through the organization in the expected way.

The paper shows that genuine consultation and meaningful two‐way communication must be established for top‐down change strategies to function effectively together with other techniques.

The paper complements previous literature on top‐down change and corroborates earlier findings. In addition, it highlights the vital importance of middle managers in communicating organizational change and the need to establish a genuine two‐way communication flow.