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Post-pandemic education will be impacted by spatial and technological shockwaves, alongside other areas of society. Significant expansion of online learning will build on skills developed by educators and students in this tumultuous time, and in response to emerging challenges and structural transformations. This paper explores an oft-overlooked skill that underpins contemporary teaching, and posits that “coordination” will find its way to the centre of this new online world. The paper presents research investigating the translation of tactics for good subject coordination to an online context.

The authors reviewed academic literature that explored coordination in higher education settings, and recent grey literature identifying expected changes to post-pandemic university learning. The authors developed a survey instrument to investigate the translation of previously identified characteristics of good coordination, and tactics to achieve them, into the pandemic-driven online learning environment. Survey analysis explored the level of difficulty reported by subject coordinators for this translation online, as well as their suggestions of additional tactics or concerns.

While the low number of respondents limits these conclusions, initial analysis suggests that the identified Tactics for Coordination can be applied with relative ease to online learning environments. At the same time, the expected burgeoning of online education identified an expected increase in demand for these skills.

The authors identified a lack of literature addressing subject coordination as a key skill, or evaluating coordination tactics, as well as a lack of resources for focused skill development. This paper addresses this gap, and prompts further and urgent response.

Physical distribution organisations may be defined as organisational units whose duty is to administer economic activities that impact upon the flow of finished goods between points of production and consumption. Physical distribution components occupy a unique role in the organisation. Their mission has been defined as “getting the right assortment of materials to the right location in an efficient manner timely to marketing and manufacturing requirements”. To accomplish this mission there must be continual interaction between suppliers of materials and receivers of materials. Material suppliers can be thought of as the rest of the organisation of which the physical distribution component is a part, primarily the production or manufacturing component. Receivers of materials are the organisation's customers or distribution points. The physical distribution organisation, by virtue of the activities it performs, must deal with both the internal suppliers and the external receivers.

In our media‐orientated, image‐conscious contemporary society the librarian may very well seem particularly unfortunate, reflected in the imagination of the general public as a fussy old woman of either sex, myopic and repressed, brandishing or perhaps cowering behind a date‐stamp and surrounded by an array of notices which forbid virtually every human activity. The media, for whom the librarian is frustration personified, have reinforced this stereotype, hitherto transmitted solely by superstition and hearsay; its greatest impact has no doubt fallen on the two‐thirds of the population who never use the library. One of its effects will be to ensure that they never do so in the future. As Frank Hatt has pointed out: “The controllers of the new media of communication … have shown a tendency to limit choices by using the considerable power of the media to limit their audience's established attitudes, simply because such limitation is good business.” The popular BBC television series, The last of the summer wine, portrayed a librarian whose vicarious sex‐life through the pages of D. H. Lawrence led to inevitably frustrated attempts to act out his fantasies in occasional under‐the‐counter forays with his similarly repressed female assistant. A Daily mail leader on an appeal against unfair dismissal made by a London Deputy Borough Librarian reiterates this concept:

TWO Government reports in one week—one at first unobtainable because of a union dispute, the other a vast opus of three volumes, with three separate volumes of maps—this was the fate of librarians in Britain during the second week of June 1969. So long to wait for these reports of Dainton and Maud, then so much to read.

Describes the mechanism of interlibrary lending (ILL) as used by the Library of the City Polytechnic of Hong Kong – an institute of higher education only four years old. Examines the library′s informal network with other academic libraries in Hong Kong. Provides a statistical analysis that illustrates the features and trends of the ILL service in the past few years. Outline major problems that handicap ILL.

Examines early retail trade advertising in two typical UK provincial newspapers ‐ the ‘Leicester Journal’ and the ‘Leicester Chronicle’. Looks in depth at the differences in the style of advertising of the two newspapers, citing: food and drink; fashion; household products; and national brands ‐ but focusing more on localised adverts. Concludes that the years 1855‐1871 were exciting and of seemingly unlimited expansion for the middle class with a new affluence and that advertising enhanced this view, and ergo, the ‘Golden age of advertising’ in the 1890s was presaged by its foundation.

Just what is the core concept of organizations? The question is posed as “what is the organization of organizations?” The answer is interdependence. Beginning with the concept of a process and its framework, the notion of an entity is extended to Processual Agents. A Processual Agent is anything that can effect a process. The discussion turns to potential, defined, and manageable interdependencies with examples of each. Many traditional management methods are viewed in terms of their effects in reducing potential interdependence in order to cut it down to manageable proportions. The discussion of Processual Agents is extended to organizations. This leads to a proposed structure for levels of interdependence and a summarizing principle called the cascade principle. Next the discussion turns to a new analysis of organizational change which examines the concepts of an organizational space and the summarizing conclusion called the cushioning principle. It is argued that the cascade and cushioning principles provide processes for maintaining and stabilizing organizations in the face of change. Examples are provided for the major concepts. The text is formalized in the form of ten axioms, twenty‐two propositions, and two summarizing principles.

This paper presents issues arising from the enactment of legislation that changes the priority ordering of claims by uninsured depositors and the FDIC in the resolution of costly failed insured banks and thrifts. Under the legislation, uninsured domestic depositors and the FDIC receive preference in the payment of their claims in the resolutions of failed insured institutions over both foreign depositors and general creditors. As a result of the legislation, one can expect changes in the behavior of nonpreferred claimants.

The process approach to multi-level organizational behavior is based on the assumption that multi-level organizational behavior is processual in nature. This article defines group and organizational processes and their representation as process frameworks. Both functional and inclusional classes of levels exist, each of which has at least five categories of levels. All ten categories are special cases of process frameworks. This article provides examples of each category level, which it uses to illustrate new models of organizational work, extended models of interdependence, a new typology of theories based on their levels of processes, and a new tool for survey research called knobby analyses. After explaining the basic idea of knobby analysis, the article briefly describes the processual theory of the organizational hologram, the use of linear programming, and causal-chain analysis to provide multi-level explanations of employee opinion data. These ideas are embodied in conducting a strategic organizational diagnosis, which is the first stage of organizational design. Organizational design encompasses multiple stages, each of which itself involves multiple, multi-level phenomena and analyses. The basic point is that the processual nature of multi-level organizational phenomena gives more hope for improvements in theory building and their application if one uses the process approach rather than a variable approach.

This study explores practitioners’ perspectives on the perceived gap between university and practice beyond the hard and soft skill paradigm. Utilising Tomlinson’s graduate capital model of employability (2017), we explored human, social, cultural, and psychological capitals to enrich the understanding of this issue and employability. It provided a new perspective, useful for implementing curriculum renewal.

This study utilised a two-stage mixed methods design. Using Tomlinson’s (2017) Graduate capital model as a framework, the first stage involved distributing an online survey to qualified architects in hiring positions practising in Australia. This served as the foundation for generating qualitative and quantitative data. The second stage involved a two-hour practitioner workshop where the survey results were discussed and expanded upon.

Our results found that the practitioner’s perspective on the perceived skills gap is more complex than the hard/soft skill paradigm commonly discussed. Practitioners expressed a need for students/graduates to possess identity and cultural capital to contextualise industry norms and expectations. This knowledge lets students know where and how hard/soft skills are used. Our results also suggest practitioners are concerned with the prevailing individualistic approach to the higher education system and traditional architectural teaching methods, instead suggesting a more industry-aligned collaborative disposition.

By expanding the employability discourse beyond hard/soft skills, the results of this research provide an opportunity for architectural curriculum renewal in line with industry expectations.