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To meet the economic and political challenge of our time involves constant critical examination of our institutions. Following last month's article, which described a study of the views of some two thousand young men on the guidance they received on leaving school, Mr Allen here examines the main sources of information briefly, and outlines an integrated system which would make the most of the present organisation

Mr Allen shows how a commercial course was planned and put into operation with enthusiasm and high hopes. The course's aims were not fully realised, and the reasons for this failure are carefully pinpointed

WE HEAR a lot today about getting training off the ground, as though it were some kind of rocket. Better training, however, seldom leaves the ground. It is based on painstaking evaluation — which can take a considerable time. If he is wise, a newly appointed factory training officer will do nothing for six months — or that is how it may seem. A training officer's raw material is human. Because of this, the one thing he cannot do is generalise too much from past experience.

SCHOOL‐LEAVERS have a bewildering choice facing them. A mistaken choice can mean, for the individual, frustration and disillusionment; for the nation, the waste of a valuable asset — trained minds. Although the critical decision about a career is often taken during the last year at school, the transition from school to work is a long process covering at least the last two or three years at school and extending well into the first years of work.

IN LAST MONTH'S article under the sub‐title ‘The Framework of Efficiency’, three main ideas were put forward:

THE National Economic Development Council, in its paragraphs on education and training, has called for developments and improvements in facilities. However firmly people in industry may be convinced of the wisdom of NEDDY's words, and not all are, the question of the cost of any developments and improvements should be carefully examined. It would be a pity if the surge of interest and enthusiasm for training, and the undoubted benefit and increase in efficiency which can result, were to cost more than they ought. It would be particularly unfortunate if such costs were to cause people to draw back once the first flush of enthusiasm had passed.

This is the second of two articles in this issue particularly addressed to firms who may at present be examining critically the provision they make for training—or even considering training seriously for the first time. It deals with some aspects of the problem of selection for posts in Education and Training.

FREQUENT, INFORMAL, man‐to‐man, contact. This is the essence of the Safety Contact Scheme, recently introduced at Tanqueray Gordon & Company Limited, makers of the world famous Gordon's Gin. Under the scheme, Managers and Supervisors select a topic concerned with Safety, and make a point of discussing it either with individuals, or with two or three people from their departments. When everyone in a department has been covered, the topic is changed.

THERE IS a growing tendency for industrial managements to recognise the importance to morale and efficiency; of effective communications‐horizontal and vertical, individual and collective, within the workplace, and between the organisation and the outside world. This has led to an increased interest within colleges, and to the establishment of teaching posts in Communications, mainly within departments of Management and Liberal Studies. However, because this movement is still in its infancy there is no general body of agreement as to the subject matter of a course in Communications, or how it should be taught. The following notes are therefore offered in the hope that they may stimulate some fruitful thought and discussion. They will be concerned with immediate and practical matters only; for, in the nature of things, it will be many years before a body of generally received theory can be built up.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.