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A common approach towards enhancing managerial effectiveness is to focus attention on improving the knowledge and skill of the manager, i.e. training. This approach assumes that the main barrier to effectiveness is some deficiency in the individual. A quick and simple approach to diagnosing problems associated with the manager′s role which arise from the way it has been defined and structured is presented that relies heavily on Mintzberg′s description of a manager in terms of a set of roles.

Confidence, trust and loyalty are three social emotions necessary respectively for the social processes of agency, cooperation and organization. In addition to the centrality of emotion in social life, an examination of these emotions demonstrates the importance of future‐time in social structure. Temporality is seldom discussed in the sociological literature, but unavoidable in a consideration of confidence, trust and loyalty. An examination of confidence, trust and loyalty from the perspective of temporality clarifies issues of social rationality and indicates some of the limitations of rational choice theory.

THE ART OR PRINTING was first introduced into Cumberland in 1735 when Thomas Cotton came to Whitehaven at the invitation of Sir James Lowther. Whitehaven was at that time an expanding town with a growing trade with Ireland and the colonies of Maryland and Virginia.

Messrs. W. and G. Clark have invented a milling machine which, it is claimed, for the first time enables a meal containing the whole of the wheat berry in assimilable form to be produced. The cells of the berry, containing the protein, starch grains and wheat germ, are exploded by intense air pressure. The process is wholly dry, whereas wheat which is roller milled is first soaked in water for many hours; and meal produced by the new method contains 8·2 per cent. natural moisture, compared with 17 per cent. in ordinary flour. Already much bread made from the new meal is being sold. It can be obtained from a well‐known London store. Three depôts of the Royal Navy and a London hospital are among regular consumers of bread and biscuits made from the new meal, which is to be subjected to a biological feeding test at the Lister Institute to test its vitamins B1 and B2 complex content.

Family firms account for around 75 per cent of all business enterprises in the UK, but there is a lack of research on these businesses. The family firms literature recognises that there are differences between family and non‐family businesses; differences that can be explained by conflicts between a juxtaposition of family values and business values. Consequently, family firms tend to have different approaches to ownership and control, the composition of boards, employment practices, strategy formulation and succession management. This paper reports on the demographic characteristics, ownership configurations, boardroom arrangements, managerial and succession practices of a random selection of 1,065 family firms located in Scotland and Northern Ireland. Results reveal that the firms are well‐established, privately owned, small businesses in which the lead family retains almost all shares and dominates the board of directors. These firms give some preferential treatment to family members in employment and managerial matters but business objectives are not ignored. In keeping with previous research, succession matters are not regularly discussed and much more needs to be done to allow for a smooth transition from one family generation to another. The authors conclude by arguing that there is an urgent need for policy makers to address the problems and needs of small family firms and to develop frameworks and practices for assisting these businesses.

“While the majority of reported AIDS cases continues to be among white gay and bisexual men, the epidemic has forcefully spread to new populations. Between 1986 and 1989, reported AIDS cases among persons of color increased by 214 percent, among heterosexual IV drug users by 266 percent. The epidemic is also beginning to strike children in growing numbers.” (Dunn‐Mortimer, John. “Recommendations for Financing the HIV Epidemic in California.” Los Angeles: The California Association of AIDS Agencies, 1990.)

A common approach towards enhancing managerial effectiveness is to focus attention on improving the knowledge and skill of the manager, i.e. training. This approach assumes that the main barrier to effectiveness is some deficiency in the individual. It is possible, however, that the problem lies not with the manager, but with the structure within which he operates and/or the role he is expected to perform.

In a volume of the Cornhill Magazine published in the year 1860 we have discovered an article entitled “Adulteration and its Remedy” which well deserves the attention of those persons who imagine that we have made “wonderful progress” during the past half century and that the trade morality of to‐day is infinitely superior to the trade morality of the past. The unknown author of this article must have had a very clear appreciation of the nature of the gigantic evil upon which he wrote and of the character and probable effectiveness of the remedies to be applied. The adulteration of the period is described by him as a “strange, disgusting and poisonous demon” and while it is true that at the time, as shown by the revelations of the “Lancet Sanitary Commission,” there existed many forms of gross, disgusting and poisonous adulteration which are but rarely detected nowadays, our author's somewhat hyperbolic definition may still be regarded as applicable. For many of the grosser forms of adulteration prevalent fifty years ago were largely due to the ignorance of the adulterator. His prototype of the present day is no more troubled with moral scruples than he was. The dissemination and absorption of knowledge has not been accompanied, as some rabid “educationalists’ would have us believe, by any improvements in morality and virtue. The “faker ” of to‐day is merely a more skilful “faker” than his predecessor. He knows the value and makes full use of “expert” assistance, both scientific and legal, for the purpose of facilitating his escape—easy enough in any case—from what grip there is in that cranky and lumbering legislative machinery which is innocently supposed by the majority of people in this country to act as a sufficiently effective deterrent and repressant.

To describe the prototype macadamia nut yield monitor.

In this paper, the machine vision‐based yield monitor for macadamia nut plantations is described. A summary of sensor fusion procedures is presented. Additionally, a summary of current testing progress is provided.

Using vision to count nuts has the potential to revolutionise yield monitoring for the macadamia industry. Additionally, using a vision sensor for in‐field location can provide a low cost, highly accurate method of positioning. Tractor (and nut) location can be determined accurate to 12 mm.

This project has culminated in the creation of a working prototype harvester. A commercial unit is in the design stage for operation in 2007 harvest season.

This paper describes the solution to a particular problem in the macadamia industry, with potential use in wider fields.

Attempts to determine the extent to which auditing is being taught as part of accounting degrees and, where it is, to discover the nature and content of the courses. A survey of university and polytechnic lecturers shows there is little agreement about the nature and content of an auditing class. Courses are dominated by external audit, perhaps reflecting the professional backgrounds of those who teach them. Lecturers feel that they are working in isolation and are keen to have a forum at which to exchange ideas.