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Presents 31 abstracts, edited by Johanthan Morris and Mike Reed, from the 2003 Employment Research Unit Annual Conference, held at Cardiff Business School in September 2003. The conference theme was “The end of management? managerial pasts, presents and futures”. Contributions covered, for example, the changing HR role, managing Kaizen, contradiction in organizational life, organizational archetypes, changing managerial work and gendering first‐time management roles. Case examples come from areas such as Mexico, South Africa, Australia, the USA, Canada and Turkey.

In 1996 Hubert Saint‐Onge and Smith published an article (“The evolutionary organization: avoiding a Titanic fate”, in The Learning Organization, Vol. 3 No. 4), based on their experience at the Canadian Imperial Bank of Commerce (CIBC). It was established at CIBC that change could be successfully facilitated through blended application of theory such as system dynamics, and the then emerging notions of “chaos and complexity”. The resulting enterprise was termed an evolutionary organization (EVO), and CIBC has continued since to re‐invent itself with great success. Although the all‐embracing nature of chaos and complexity was understood, in retrospect the impact of non‐rational people‐factors, e.g. emotion, trust, openness, spirituality were underestimated. Introduces the six papers included in this special issue, which illustrate how much more sophisticated chaos and complexity have become in the decade since Hubert Saint‐Onge and Smith first began to apply the notions at CIBC. However, although the papers in this issue present some evidence of managerial “take‐up” of chaos and complexity, whether “take‐off” will ever ensue is questionable. It is proposed that, just as in the 1990s, if there is one thing that more than any other stands in the way of exploration and adoption of these ideas, it is management mindsets.

The critical budgetting month of March is over, and we are at liberty to glance at the general position of libraries in regard to finance. As we anticipated, certain retrenchments have been effected in the form of reduced contributions from municipal rates, but while these have been regrettable they have in no case been so drastic as utterly to cripple the libraries involved. The unfortunate circumstance in the matter is the haphazard way in which reductions are made. An example worth quoting of this kind occurred at Ealing, where a councillor moved successfully that the appropriation for libraries be reduced to £1,500, without specifying in what directions economies were to be effected, or troubling himself about the working of a system of libraries upon this manifestly inadequate sum; but, after all, to tilt at haphazard methods is to tilt at British character. Naturally, the old exploded arguments against public libraries were advanced in various discussions, as at Croydon, where a councillor stated that the librarian's hours were spent “in handing novels to servant girls, who had nothing better to do,” a statement which he must have known to be untrue; but such arguments have met with small success, and on the whole the libraries have been supported.

At a time when the future of the British state pension is being debated events in Australia provide an interesting example of an alternative approach. This article examines the introduction in Australia of the 1992 Superannuation Guarantee Charge Bills (SGC). The article considers the key debates which accompanied the SGC along with the role of the Australian Council of Trade Unions (ACTU), the poverty lobby and employer organisations in the reform process. The Australian model can not simply be transposed to the UK but the politics of reform in this case illustrate the issues of equity, exclusion and social division that are likely to arise.

While some libraries have done their best over the years to inform the public as to what they are doing and can do as regards helping readers, others seem to move along without making any special effort to publicise their facilities. In the old days modesty was a virtue, but now it is its own reward. Government departments, which used to shun the limelight, now employ public relations officers in large numbers, and professional bodies and big business houses constantly seek publicity. Times have changed, and the battle is to the strong; and it is unfortunately generally felt that the institution or service that does not speak for itself has little to speak about. It may frankly be said that if a service is in a position to enlarge its sphere of influence and esteem it should do so to the utmost of its endeavour. But it will be granted that if its publicity is not justified by performance, there will likely be an unhappy reaction.

This paper reports on research into Australian school principals' leadership. It explores an emerging construct – that of ‘readiness to lead’ – and showcases the development of a tentative tool for determining school principals' readiness to lead.

Seven principals from Australian and International Schools were interviewed about their leadership strategies, intentions and expectations for impending school reform. Qualitative analyses using grounded theory and an interpretivist constructivist paradigm were applied.

The construct of ‘readiness to lead’ emerged during initial analysis and a tool was developed from a compilation of literature on leadership. Findings revealed that five principals were well-aligned with the strategies, intentions and expectations the research literature indicates are characteristic of good leadership. These principals could be regarded as ‘ready to lead’ their schools in significant school reform. An unexpected finding was that the concepts of ‘hope’ and ‘trust’ also played a significant role in leadership. ‘Hope’ appeared important as a major strategy for the less-well aligned principals, whereas mutual ‘trust’ appeared to be evident in the principals with stronger leadership readiness.

The tool warrants peer review and validation; data revealed an emerging construct and review is welcomed. The authors are continuing to research and investigate in this field, and invite further academic dialogue.

The study has explored the fecundity of the tool for analysis, and evaluated the principals' preparedness to lead reform. Having a tool to determine whether and to what degree school principals are ready to lead would be advantageous for the profession.

IN the annual reports of many libraries in all parts of the country decreased issues are bewailed. True the decrease, in most cases, does not amount to much; but there it is, and in each annual report it has to be explained. And the explanation in most general favour at the moment is the double‐barrelled one of “picture‐palaces” and “cheap editions.” Whether or not this explanation is correct does not concern us greatly. But we must protest against the attitude being taken in so many places, that a decrease of any kind necessarily must be an evil. The work of a library cannot really be shewn by the total at the foot of a column of figures.

Bernard Malamud said “…a short story packs a self in a few pages predicating a lifetime. The drama is tense, happens fast, and is more often than not outlandish. In a few pages the story portrays the complexity of a life while producing the surprise and effect of knowledge…” According to Helen Haines, “The short story may be, perhaps, best defined as the equivalent in fiction to the lyric in poetry and the one‐act play in drama: the intensified, concentrated expression of an idea or theme…It demands greater, but less sustained, mastery of style than does the novel…The brevity of the short story, while it limits, also makes for freedom…” The freedoms it allows include posing problems without solutions, ignoring logical development to a conclusion, and referring to vague ideas which are never detailed. These allowable omissions of the short story lead to its great power for the reader. For a short story is only completed through the interaction of its reader. “The readers are forced into active collaboration: they flesh out the story through memory, sympathy, and insight, and they feel its truth as immediately as a toothache.”

“GIVE a dog a bad name and hang him,” is an aphorism which has been accepted for many years. But, like many other household words, it is not always true. Even if it were, the dog to be operated upon would probably prefer a gala day at his Tyburn Tree to being executed in an obscure back yard.