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Less than half a century ago almost the entire population of the United States lived upon food that was home‐grown and home‐prepared. With the exception of a few articles requiring a different climate than our own for their production, such as coffee, tea, sugar, spices, and chocolate, the inhabitants of the country lived exclusively upon food of their own producing, while the dealers of the city were supplied with the products of the neighbouring farms. Provisions of all kinds were supplied in an unprepared condition, and their preservation or preparation for the table was accomplished at the home.

Discusses the theories of Thorstein Veblen and C. Wright Mills on status emulation and craftsmanship. Applies these theories to the business situataion, especially public administration. Concludes that, if contamination by emulatory values and behaviours can be limited, the ideal of authentic public administration emphasizing organizational humanism and craftsmanship is still possible.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

WHILE there is no doubt that the system of issuing books at “net” prices is of great benefit to booksellers, there is also no doubt that, unless care is taken, it is a serious drain upon a limited book‐purchasing income. A few years ago the position had become so serious that conferences were held with a view to securing the exemption of Public Libraries from the “net” price. The attempt, as was perhaps to be expected, failed. Since that time, the system has been growing until, at the present time, practically every non‐fictional book worth buying is issued at a “net price.”

This issue is a selected bibliography covering the subject of leadership.

John Brown, a colonial American merchant‐adventurer, was unwilling to settle for the status quo. The Blackstone Canal typifies his interest in anticipating – and even precipitating – change so as to promote the growth of business. Measured in terms of creativity and innovation, his management style could probably benefit industry today.

The essence of management is judgement and decision. Decision commits the individual and the organisation to a path of development and further irresistible decisions. In this regular feature Peter Smith, Group Education and Training Manager, The Avon Group, will recount crucial business decisions taken by British managers and entrepreneurs and evaluate their consequences for the individual and his organisation. Many people throw up their jobs and set out on their own account. Many fail through basing their decision on inadequate planning, and poor judgement of the situation. Few succeed so quickly as John Brown who heads the rapidly growing computer consultancy and management services group of Management Dynamics. Barely over 40, in the space of only a couple of years he dominates with his organisation a growing and vitally important area of management consultancy. No decision is a static entity. It contains both vision and consequences—John Brown's vision grows with the success of his original decision.