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Women architects in the USA are generally satisfied with their work and feel that they are successful. Responses to a mailed survey form sent to women members of the American Institute of Architects throughout the USA allows a clear and unique profile of the woman architect to emerge. It appears that women architects have different values to women in general, and to women managers; but close to women engineers' values (with the exception of aesthetic value). There are, however, still many obstacles to be overcome by women architects before they achieve parity of treatment with their male counterparts.

This is a report on a survey investigating the work and backgrounds of women architects in order to identify factors influencing success, as measured by salary and self‐assessment. The relationship between their decision styles and values were also examined.

This article is the result of a co‐operative research supported by the IAPW, Los Angeles Chapter. The response, over 50 per cent, has been very gratifying. The data were gathered during May‐June, 1980. The author is grateful for the support of the IAPW, Los Angeles Chapter and to the respondents. The high response is a testimonial to the high level of professionalism of women in personnel management.

The purpose of the study described in this article was to develop a demographic profile of women engineers in Southern California. Other factors investigated were the opportunities, pay comparison with males, priorities, sexual preference for superior and subordinates, problems women face, satisfaction with the job and personal values.

The author describes a study of women architects in the US. The purpose of the study was to provide an objective profile of successful women architects. The article reports on such aspects as age, marital status, education, type of firm worked for, salary, career plans, promotions and decision styles.

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 use of the Decision Styles Inventory (DSI) is described in two different organisational development contexts. The first was at the organisational level, while the second was at the individual level. The results demonstrate the flexibility of the DSI as an organisational and personal development tool.

This article presents empirical data on such questions as, will the business person of tomorrow be more honest than the business person of today? Are women more ethical than men? Will the increasing entry of women into business and managerial respon‐sibility have any impact on ethical behaviour in business?

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

Cultural difference leads to unmatched diversities of managerial decision styles among American, Japanese and Korean groupings when these three groups are studied by means of the Decision Style Inventory.