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Demonstrates how education and training contribute to TQM. Asserts for training to be effective management development must: be tailored to company needs; reinforce problem‐solving and consensus decisions through effective teamwork; and be designed to keep ownership within the company. Describes how one company places the emphasis on project teamwork and meeting high standards. Concludes that British companies would do well to learn something from the Japanese ‐ they do what they say they will do. When it does not work, they keep practising until it does. Contends it is important to appreciate that effective TQM training is not conventional.

Increasingly, on‐the‐job experiences are being recognised as the most significant source for learning how to perform complex jobs. To accelerate the development of engineers worldwide and to counter the lengthier and less predictable results of “business as usual,” Mobile Oil has taken a systematic, focused approach to on‐the‐job development. Particular attention is given to foreign locations where there is strong emphasis on indigenisation and transfer of technology. A unique competency approach has been used to benchmark outstanding performance in engineering jobs and provide a common language for development discussions. The development process emphasises challenging assignments and supervisory coaching. The programme consists of a recurring cycle of systematic assessments of engineers; feedback and development discussions between engineers and their supervisors; development plans integrated with work unit objectives; and a resource guide that provides development options. Key organisational issues of implementation are described. Features which characterise successful programmes are identified and analysed.

The factors which influence costs of production of food and the prices to the consumer have changed dramatically during this century, but especially since the establishment of trading systems all over the world. Gone are the days when the simple expedients of supply and demand alone governed the situation. The erosion of these principles began at the turn of the century, mainly as a result of the introduction by the rapidly developing industrial power of the USA to protect her own industries against the cheaper products of European countries. They introduced the system of tariffs on imported manufactured goods; it grew and eventually was made to apply to wide sectors of industry. European countries retaliated but the free trade policy of Britain's Liberal government was making the country a dumping ground for all other country's cheap products and surpluses.

The Minister of Technology, Mr. Anthony Wedgwood Benn, has appointed Dr. E. V. D. Glazier as Director of the Royal Radar Establishment, Malvern, with effect from 1st September, 1967. Other appointments include Mr. F. H. Scrimshaw as Director‐General of Electronics Research and Development, Ministry of Technology, and Mr. John R. Mills as Director of the Signals Research and Development Establishment, Christchurch, in succession to Mr. Cedric J. Stephens. The latter appointment was effective on 25th September, and Mr. Stephens took up his appointment as Chief Scientific Adviser at the Home Office on the same day.

The British countryman is a well‐known figure; his rugged, obstinate nature, unyielding and tough; his part in the development of the nation, its history, not confined to the valley meadows and pastures and uplands, but nobly played in battles and campaigns of long ago. His “better half”—a term as true of yeoman stock as of any other—is less well known. She is as important a part of country life as her spouse; in some fields, her contribution has been even greater. He may grow the food, but she is the provider of meals, dishes, specialties, the innovating genius to whom most if not all British food products, mostly with regional names and now well‐placed in the advertising armentarium of massive food manufacturers, are due. A few of them are centuries old. Nor does she lack the business acumen of her man; hens, ducks, geese, their eggs, cut flowers, the produce of the kitchen garden, she may do a brisk trade in these at the gate or back door. The recent astronomical price of potatoes brought her a handsome bonus. If the basic needs of the French national dietary are due to the genius of the chef de cuisine, much of the British diet is due to that of the countrywoman.

The third in a series of articles that explore the nature of academic regulation in the UK. Argues that UK higher education (HE) should aspire to a regulatory regime which is based on the principle of ‘partnership in trust’. The principle would facilitate a strategic move towards institutional self‐regulation for those institutions that demonstrate effective and consistent capacity for effective regulation. Recognises that public confidence in such a model would require a complementary emphasis on collective regulation at the level of the institution and subject. Explores the idea of partnership in a climate of trust through a hypothetical model of a self‐regulating university and considers the potential for new types of relationship that could be created by applying the principle.

There have been a number of studies of church‐state relations and the place of religion in education in nineteenth and early twentieth century Victoria. However, these studies, including J. S. Gregory’s authoritative Church and State, offer no significant discussion of Rationalism. This is somewhat surprising, since Gregory’s influential earlier discussion of church, state and education up to 1872 had included a few paragraphs on Rationalism. It is even more surprising that it was overlooked in Gregory’s later and larger study, which extends to the early twentieth century, since Rationalism was by then a much more powerful force. A consequence of this omission, together with the general shift of scholarly interest away from the church‐state issue, is that little is known about Rationalism and its approach to church‐state relations in the period when, arguably, it was a force to be reckoned with. This article helps correct this omission, first, by examining the development of Rationalism in Victoria up to the early 1900s, and second, by exploring its successful campaign against the Protestant attempt to install a divinity degree at the University of Melbourne.

THE greatly increased interest in historical studies since the second world war has been, I hope, a welcome challenge to librarians, but it has been very difficult to meet it. That the librarians of our new universities should have had little research material to offer was only to be expected. Unfortunately, research scholars have discovered that our older libraries were also deficient, that source materials had either not been purchased, in the years when they were readily available, or had been acquired only to be discarded at a later date. Recently, therefore, both old libraries and new have found themselves in competition for a small and dwindling supply of out‐of‐print publications.

Some libraries and information services are quite definitely user‐centred; some think they are but are not always; some seem to be designed for librarians rather than users. The purpose of this monograph is to encourage the development of libraries to meet the perceived needs of users — I hope it will be found useful by librarians and information workers as well as by students.

IT would be quite refreshing to have an open breeze blowing through the ranks of work study technicians these days. Away with the ponderous exponents of the mystic art and, instead, finding the experts telling the workers how easy work study really is if only you sit down and think about it. It has, of course, many difficult and complex aspects but let us not confuse the issue, since these aspects can be left to the professionals' — after all that is what they get paid for — sorting out and providing solutions to the problems!