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In a previous monograph a discussion took place on stages one and part of stage two of the three stage process in an unfair dismissal action, namely the employee having to show that he has been dismissed (stage one), and some of the reasons for dismissal which fall within the statutory categories, namely the employee's capability and qualifications; misconduct and redundancy (part of stage two). In this monograph an analysis is proposed on the two remaining reasons, these being the contravention of a duty imposed by an enactment and some other substantial reason. There will then follow a discussion on the test of fairness as constituting the third of the three stage process and on the remedies available when the tribunal finds that the employee has been unfairly dismissed.

March 20, 1970 Industrial training — Industrial training levy — Engineering industry — Company providing steam generating plant for thermal power stations — Assembly of pre‐manufactured parts on site — Whether activity of engineering industry or construction industry — Definition of civil engineering work expressly including construction of thermal power station — Whether general words of exception operative to take essential process of construction of thermal power station out of civil engineering — Whether company liable to pay engineering industry levy or construction industry levy — Industrial Training Act, 1964 (c.16), ss. 1,4 — Industrial Training (Engineering Board) Order, 1968 (S.I. 1968, No. 1333), Sch., paras. 1(h)(ii), 2(d), 3.

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

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

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

This study examined the use of five servant leadership dimensions including altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship by male and female servant leaders. Staff members (368) employed in county government offices across a Midwestern state were sampled using the Servant Leadership Questionnaire and a series of demographic questions. Results indicated males and females equally and effectively utilized both communal and agentic servant leadership dimensions. These findings contest prevailing gender role stereotypes in leadership.

Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these shortages are very real and quite severe.

Dealing with the subject of the artificial bleaching of flour, The Lancet observes that the public criterion of quality in respect of foods and beverages shows some interesting anomalies. Appreciation is often based, for example, on appearance, on how things look, and it is in this direction that conclusions often and obviously become illogical. In some instances the article demanded must be spotlessly white, while in others, if naturally white, it must be artificially coloured. The white loaf is a popular fancy, but white milk is suspected, and yet natural flour may be of a rich golden colour, while rich milk may have only a shade of brownish colour which is supposed to connote cream. The result is that in the one case flour is often deprived of its colour by a process of chemical bleaching, and that in the other an artificial colouring is added. Natural colour is objected to on the one hand, and on the other an artificial addition is demanded. It may be urged that both expedients are justifiable inasmuch as they meet a popular fancy, and that this counts in the enjoyment and even digestibility of the foods. If artificial means are employed to adjust the appearance of food to a popular standard, the proceeding can clearly only be allowed when it has been proved beyond all doubt that the products are not dietetically impaired or that they do not masquerade as something which they are not.

Leader member exchange has previously been found to be a solid predictor of positive organizational outcomes. Much research has tested a variety of possible antecedents to Leader Member Exchange (LMX), but only a limited number involving leadership styles. In this study servant leadership dimensions were tested for relationship to LMX quality. Strong correlations were found, tested for collinearity, and the best predictive model identified via regression analysis. The value to leadership educators was highlighted, limitations were recognized, and suggested areas for future research discussed.

Managerial decision-making is an area of interest to both academia and practitioners. Researchers found that managers often fail to manage complex decision-making tasks and system thinkers assert that generic structures known as systems archetypes help them to a great deal in handling such situations. In this paper, it is demonstrated that decision makers resort to lowering of goal (quick-fix) in order to resolve the gap between the goal and current reality in the “drifting the goals” systems archetype.

A real-life case study is taken up to highlight the pitfalls of “drifting the goals” systems archetype for a decision situation in the Indian two-wheeler industry. System dynamics modeling is made use of to obtain the results.

The decision makers fail to realize the pitfall of lowering the goal to resolve the gap between the goal and current reality. It is seen that, irrespective of current less-than-desirable performance, managers adopting corrective actions other than lowering of goals perform better in the long run. Further, it is demonstrated that extending the boundary and experimentation results in designing a better service system and setting benchmarks.

The best possible way to avoid the pitfall is to hold the vision and not lower the long term goal. The managers must be aware of the pitfalls beforehand.

Systems thinking is important in complex decision-making tasks. Managers need to embrace long-term perspective in decision-making. This paper demonstrates the value of systems thinking in terms of a case study on the “drifting the goals” systems archetype.