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The move from a rural village environment to a newly‐built industrial urban community must have been a traumatic experience for children in the early years of the first industrial revolution. A life passed in the country‐side, working on the land, or tending livestock on the common, changed abruptly to life down a mine or in one of the new manufacturies. The social effects of these changes reverberated throughout the nineteenth century. Slowly the community removed the worst abuses of child labour and developed the rudiments of a universal education system.

‘Manpower is a key resource, perhaps the country's most valuable asset, and it should be in the forefront of Government, industry and company strategy and policy, and not treated as a residual factor as so often happens at present. ‘It would be wrong to suppose that there is some magic list of extra manpower measures which would transform any existing set of programmes into a comprehensive manpower policy. The task is rather to create a new attitude to manpower.’

Next we have a reaction to the NTI Proposals from the Director of the RUBBER AND PLASTICS PROCESSING ITB, front runner in the issue of providing a new deal for the 16–18 year olds. He entitles his contribution indicating that it is also a reaction to the PHOENIX Proposals put forward by this journal. Behind this contribution lies the principle that decisions on training policy should reflect and relate to the broad socio‐political decisions which face the country.

BUSINESS planning is undertaken to assist companies grow, while management development concerns planning an individual's growth in a company. Obviously these two kinds of growth are interdependent. As management development becomes more scientific, it must do more than keep up with change; it must lead change. Company organization directly influences a company's environment for management development. The job, education, training and the involvement of management are instruments for manpower growth and every company requires an action programme to achieve the objectives of organized manpower planning and development.

In the preceding rules the individual biographical entry has been ignored, as it lends itself to more convenient treatment apart. Collective biography is, of course, in no way different from the ordinary book ; and the same is to be said of autobiography. Owing to the change of form in the individual biographical entry, due to the author yielding in importance to the biographee, it is usual to separate collective and individual biography in the catalogue, whether this is done on the shelves or not. Individual biography might be further separated in the catalogue into autobiographical and non‐auto‐biographical, though I cannot recall any instance where this has been carried out. In any case, it is important to distinguish in some clear way, between the subject name and the name of the author. Mere position is hardly enough ; there should be a distinction in the type. Whatever type has been employed in the other parts for author should be retained for author in the individual biograhical entry, and the subject name should be in a different type. If the author is printed in a black‐face type, as suggested in these rules, the best type for the subject name will be small capitals, as :—

THE College of Librarianship is best considered on its own terms, as an institution unique in the history and present pattern of British library education, but its significance and probable future development can best be assessed if two external factors are kept in mind.

This chapter focuses on practical considerations for organizations when endeavoring to invest in design, specifically how designers and their organizations should view their profession for the benefit of corporate innovation. Given the lack of consensus regarding what strategic design entails, the author interviewed strategic designers from across the United States to solicit their opinions on design thinking, strategic design, and design strategy, the relationship between those concepts, and how those concepts are, could be, and should be reflected in practice.

The overarching purpose of this chapter is to explore the relatively nascent profession of strategic design, from which the author distinguishes design strategy, as well as to provide guidance regarding how design and designers should be viewed and supported by the leadership of their organizations in order to fully empower them to support innovation. In addition, this chapter serves to better define the concepts of design thinking, strategic design, and design strategy. While design as a discipline is broad, for the sake of consistency, the author discusses design in the context of technological development and, in turn, in terms of human-computer interaction.

Outlines Bodine’s plans to market US‐proven assembly technology in Europe. Discusses the advantages of cam technology compared to pneumatics for high‐volume assembly applications. Describes the application of a Bodine machine to the assembly of a small automotive component at a rate of 47 per minute.

There is growing recognition that the core economic resources of the current era are human and intellectual capital, rather than physical assets such as inventories, plant, and equipment. Given the increasing importance of human capital and intellectual property as determinants of economic success at both the macroeconomic and enterprise levels, it is clear that the nature of investments made by firms need to shift to reflect the new economic realities. Specifically, if human capital is a key determinant of organizational success, then investments in training and development of people also become critical. In turn, there is a need to develop concepts and tools for monitoring and evaluating management development programs in terms of their impact, results, and value or return on investment. The specific objective of this article is to draw upon the concepts and measurement approaches of the field that has come to be known as “human resource accounting” and show how they, specifically the stochastic rewards valuation model, can be used as tools for the measurement of the value of investments in training programs designed to increase the value of human capital.