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The purpose of this paper is to evaluate the impact on customer service of amalgamating two production/distribution facilities in a blood distribution network, located in the Maritime region of Canada, into a single production facility and a satellite distribution facility.

Simulation models of the existing distribution network and the future distribution network were built. Experiments were conducted, using the two models, to compare the performance of each.

Results indicate that there is no evidence to suggest a decrease in customer service resulting from the consolidation of the two facilities. Furthermore, results indicate that this conclusion is robust with respect to lower inventory levels at the satellite and up to three road closures per annum.

The results are based on specific operational assumptions regarding the number of hospitals supplied by the satellite facility and the methods used to transport blood products between locations.

The results of this study have important implications for how vital blood products are distributed to patients in the Maritime provinces of Canada.

This paper is a case study describing a unique application of simulation methods to an important area of application. It will be of interest to readers interested in the management of blood supply chains and to researchers applying simulation methods.

From the proposals for a system of capitalising finance leases included in ED 18 in 1976 to the issue of SSAP 21 in 1984 has been a long haul. Much time has been given to a variety of technical problems, particularly the difficulties of defining a lessor's net cash investment in a lease. However the major delaying factor has undoubtedly been the debate over whether capitalisation of finance leases should be required. For the first time the Accounting Standards Committee (ASC) has explicitly laid out, and called for comment on, “economic consequence” issues. This article is concerned with exploring the nature of these issues and the way the ASC has responded to them.

Sixty management consultants (30 with technical/scientific (T) background, and thirty with non‐technical (NT) background) operating in small companies (≤50 employees) were administered the Management Consultant Style Inventory (MCSI), based on the Blake and Mouton Consulcube. This was to test whether consultants operating in small organisations tend to use similar or whether they have preferred styles of intervention. The results show that there were no statistically significant differences between the two groups. Statistically significant differences (based on age and gender) were found within the groups (for the T group, F4,29s at p <0.001, and the NT group F2,29 = 3.85s at p < 0.025). When taking into account subgroups with n = 7 or more, the most preferred intervention style was the Catalytic (T, male, 41−y, n = 15, mean score = 28 out of 40s.d. = 4.8), and the least preferred was the Prescriptive (NT, male, 41–50 years, n = 10, mean score = 21s.d. = 3.8). © 1997 by John Wiley & Sons, Ltd. and European Research Press Ltd.

In recent years, guides to hiking trails and wilderness areas have enjoyed an increase in popularity. Here, Douglas J. Ernest and Lewis B. Herman evaluate more than 100 such books.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

The Annual General Meeting of the Pure Food and Health Society of Great Britain was held at 20, Hanover Square, W., on February 27, the President, Sir PHILIP SASSOON, Bart, M.P., in the chair. The Secretary, Mr. A. E. MOORE, read the following report of the Executive Committee:—

Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.

The potential of a probabilistic developmental model of leadership with a possible vast array of organisational applications, suggested by a recent study, is evaluated in light of the historical development of the leadership construct and to suggest directions for the future. The historical development of leadership theories is explored, the model presented, and its potential and limitations discussed.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

Few issues in recent times have so provoked debate and dissention within the library field as has the concept of fees for user services. The issue has aroused the passions of our profession precisely because its roots and implications extend far beyond the confines of just one service discipline. Its reflection is mirrored in national debates about the proper spheres of the public and private sectors—in matters of information generation and distribution, certainly, but in a host of other social ramifications as well, amounting virtually to a debate about the most basic values which we have long assumed to constitute the very framework of our democratic and humanistic society.