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This paper discusses the essential factors in teamwork development, which has been identified through action research conducted in co‐operation with UK based industries. The authors advocate how to draw on these factors for assessment of teamwork performance of organizations. Hence, the TEaM (teamwork excellence modified) model, a self‐assessment tool based on the EFQM framework is presented and discussed. This model incorporates both tangible and intangible elements of teamwork performance and provides the framework for assessment of different teams inside and/or outside of the organization.

The Soweto revolt of 1976 was mounted by black students in South Africa mobilized under the banner of the Black Consciousness (BC) ideology. However, when thousands of these youths were driven into exile by state repression, they joined the African National Congress (ANC) or its military wing. When hundreds of them returned as guerrillas after 1978, some were arrested and tried, while others were involved in spectacular shootouts with the police. The resulting press coverage began to revive ANC ideology in popular consciousness. With further publicity in 1980 from a Free Mandela campaign, and from luridly successful sabotage attacks, popular support for the ANC soared, shaping political events for the rest of the decade. The only other noteworthy tendency among blacks was the Zulu‐based Inkatha movement led by Chief Gatsha Buthelezi, whose support among young people was slight because of his hostile stance to both BC and the ANC.

In today’s competitive environment, global competition has forced many companies to seek ways in which to improve their manufacturing performance. Describes a case study of a small/medium subcontract jobbing shop situated in the industrial heart of North West England, and explains how, despite considerable setbacks and hardship, the company managed to develop, integrate and sustain a number of key enablers into their corporate culture. Describes the organizational culture within which an approach to leadership, continuous improvement, innovation and employee development has allowed the entire workforce to continue their quest for total quality. Concludes by describing how these key enablers have considerably improved the organization’s performance and contributed towards its success and growth, resulting in a positive proactive culture based on best practices.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This article examines whether contracting out of government services in New York City has been tinkering or reinventing government, with a detailed examination of the layers of approval now required for awarding contracts to safeguard against possible corruption. The use of Compstat, by the New York Police Department, is seen to be a reinvention of how crime is fought in the city.

I suppose that most noticeable of all the changes in our profession since I came into it has been the multiplicity of the methods by which one can become a librarian. A. E. Standley says in a recent article in the L.A.R., in 1970: “The term librarian includes the Library Association chartered librarian, the graduate with a degree in librarianship, the scholar librarian, the information and intelligence officer, the translator, the abstracter, the non‐library‐qualified subject expert”.

The New Economic Society was formed in 1973 to promote the aims of the School of Economic Synthesis. Economic synthesis, since its early formation in the 1930s, has sought to integrate historical economics with social and neo‐classical economics. As the academic movement toward economic synthesis broadened, a more formal organisation became necessary. The New Economic Society (International School of Economic Synthesis) is an interdisciplinary association open to economists and others who are interested in developing a more social and humanistic economics, and a more realistic and scientific understanding of modern developed and less developed societies. The membership includes persons from numerous academic disciplines in many countries; formal chapters of the Society exist in the United Kingdom, Germany, India and Israel. At present, the membership is developing on an informal basis and no dues are requested. Membership information may be obtained from the following persons.

The remit for this, the last session of the Conference, was to consider the papers on specific issues given by the other speakers, to comment thereon, and to try to take a look into the future on the basis of what has been said. The views presented here are those of a librarian/information officer concerned almost solely with practical, day‐to‐day work and not directly with research activity. They therefore represent an overview as seen by one who is the recipient of the output of research workers and who must consider the applicability of research findings to systems and procedures at the point of use.

The aim of “economic synthesis” is to develop the economic science by integrating (a) institutional and “pure” theory and (b) genetic economic history and economic theory.

Computer production management systems are far more common than they were even five years ago, as a result of reductions in the costs of computer hardware and the growing use of package software by both large and small firms. However, there are still many problems associated with such computer systems. Though the symptoms are somewhat different depending on whether we are concerned with large or small companies, the root cause is the same: a lack of any clear philosophy of what production management systems do and how they should be designed. In addition companies face a need to integrate hardware from many different suppliers and the ability to do this would also be helpful to smaller firms. At the moment such integration is difficult to carry out.