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The present study explored the demographics and associations between the use of technology and romantic relationships among 171 young adults.

Participants completed a self-administered anonymous, online survey that included 66 questions assessing demographic information, use of technology, sexting activity, and sexual behaviors. Crosstabs were performed between demographic factors and questions assessing online engagement with romantic partners. A chi-square test for independence (with Yates Continuity Correction) was done among the remaining questions on Internet use and demographic variables, with the exception of age. Independent-samples t-tests were conducted to compare age with the questions posed on how technology influences romantic relationships. The authors used Bronfenbrenner’s bioecological model and Johnson’s addition of the technosubsystem to examine the influence of the Internet on relationships.

Results showed variation with the Internet’s impact on close relationships by ethnicity; Caucasians were more likely to see the Internet as increasing their relationship while African Americans saw it as negatively impacting it. In addition, men were more likely to use technology to maintain long-distance relationships, as well as search for a partner, flirt, and ask a partner out online.

As relational scientists, it is particularly important to understand if and how interpersonal relationships are affected by the use of technology. Suggestions are provided on how to guide partners toward healthy relationships by managing the impact of technology. Studying the current trends in technology to better understand modern relationships is critical to future social scientists and relationship helpers.

The interface between education and training is concerned not merely with knowledge and skills but with adjustment to life. A feature of a three‐year research project of outreach work from a special school for pupils ranging from 11‐16 years with emotional disturbances and behavioural difficulties is presented.

The manager must take into account various human factors when introducing computers into the library. A survey of literature reveals the key fears of employees involved in library automation — to be concerned with job security, job satisfaction and health and safety. These findings are compared with data collected from a questionnaire administered to staff in four libraries, all in the process of automating various tasks. The effects of computerisation of the library service on users is also examined, with an analysis of literature and a questionnaire sent to 30 students in the College for the Distributive Trades. The author discusses ways in which the manager can interest and motivate staff by eliminating causes of dissatisfaction and by taking positive steps in appealing to employees' self‐interest in the possibilities of career advancement and the challenge of mastering something new. Staff selection procedures need to be amended to acquire the necessary skills, and training should be ongoing. The response of users to library automation is often enthusiastic but real benefits can be difficult to measure. The onus is ultimately on librarians to demonstrate that they still have a key role to play in the provision of information.

The aim of this paper is to seek to reveal the familial roots of modern management thought, largely overlooked by a vast majority of management historians.

Using a hermeneutic approach, the early uses of the word “management” are analyzed, as well as the different literature where it is the most frequently employed.

“Management” does not mean primarily “business management.” Rather, the first meanings of this word refer to the family realm. As such, the development of early management thought is not a matter of technical or scientific innovation, nor is it a matter of institutional size or profit. For a long time, management practices have concerned things more than people. In the twentieth century, the principle of control comes to supersede the principles of care and self‐government.

The paper's findings call for another history of management thought, as against the too narrow histories of modern business management and the too inclusive histories of management as an ancestral and universal practice.

This research sheds light on two forgotten roots of management thought: the principles of care and of self‐government, which management practitioners could bring up‐to‐date. By presenting the family as the first locus of true “management” thought, it is an invitation to draw from domestic ways of governing.

The historical material here analyzed remains largely unknown to management historians. The method, focusing on text analysis rather than on the study of practices, remains rare in the field of management history.