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Mr. Michael Marshall MP, Parliamentary Under‐Secretary of State for Industry, has told Parliament that Sir Keith Joseph has recommended that the Privy Council advise that a Royal Charter should be granted to establish The Engineering Council and that Sir Kenneth Corfield has agreed to become its Chairman designate.

The difficulty of talking about change is to convince people of its reality, scope, size and thrust. We who have lived through the most accelerated change in the recorded history of the world display great ability in coping with it and accepting it. We take too much for granted, with inadequate thought about its real significance.

States that, in the industrial context, change needs rigorous control, and product design and development, which are crucial to innovation, need rigorous management. Defines design management as the specific management of the design resources in any business. Suggests, by looking at several case studies, that the importance of design management in product development should be given serious consideration. Concludes that, by paying the correct amount of attention to managing the design of new products, the best option for beating overseas competitors is being used.

The text of the Dame Caroline Haslett Memorial Lecture for 1984 given to the Royal Arts Society, covering recent developments in science and engineering education and training opportunities for women, with particular emphasis on the achievements of 1984, the year designated Women Into Science and Engineering (WISE).

In comparison with previous examinations there was a downward trend in the pass percentage and a diminution in the standard. The principal reasons would seem to be that many candidates misread questions 1, 5 and 8 and, perhaps of equal importance, the generality of answers to part (b) of the questions selected. On the brighter side, there was continued improvement in presentation and language. In brief, candidates for this professional examination must prepare more thoroughly, select their questions with care, and apply their knowledge with precision. These and other matters can best be examined in the context of comments on the scripts submitted.

Normal work hours are the least productive of the working day for top managers, according to a survey by Omega Watch Corporation in the USA. The survey disclosed that, of one hundred chief executives of Fortune's 500 companies, the majority performed their most productive work either before 9 am or after 5 pm. 43 per cent selected the earlier time period as their most productive part of the day. 18 per cent achieved most after their employees had gone home. Three per cent chose the lunch hour. Of those who found they did their best work during normal working hours, three‐quarters claimed that mornings were more productive than afternoons.

It is often said of Britain that we are good at two things — having good ideas, and then in failing to use them! Although the idea of Quality Circles was not originally British (it is said to have been American and not Japanese), we have in this country made some interesting developments upon the original concept. But are we really using those developments? Probably not. After an initial surge of interest, mainly within those forward‐looking companies who are always interested in new ideas, the rate of growth now appears to be declining. A recent NEDO‐sponsored (free) meeting on the topic was attended by only half the numbers expected. A one day appreciation session promoted by a major Polytechnic was cancelled through lack of support. Perhaps we should examine both these aspects, that of development and of lack of interest and see if there are any links.

Reassesses the role of the grapevine in employee communications. Argues that it has a role to play in socializing employees to a company, initiating behavioural change, disciplining employees and providing information. Discusses the implementation of the grapevine as a part of the employee communications mix, through management by walking about (MBWA) and electronic communications. Concludes that it can enhance corporate culture and increases allegiance to corporate goals.

The Staff Development Unit at Manchester Polytechnic has, for a numer of years, been concerned with study at the interface of education and the world of work, as one strand of its functions at local, regional and national level. Within the context of this work, the Unit began some years ago to look at work experience in courses and programmes, and questions such as

This is the second of two linked articles on strategy for innovation and its implementation. The purpose of the first article was to examine the strategic process of planning innovation within the enterprise. The objective of this second article is to examine some of the ways by which innovation is implemented. The success of enterprise innovation strategy will be indicated by the distinctive competences built up over time, and by the competitive advantage it has gained. Success depends upon the means by which innovation is implemented. Corporate strategies are implemented by people and organisation. This article therefore considers the role played by customers, employees, intrapreneurs and entrepreneurs, cultures, leaders and organisational arrangements in achieving innovation objectives.