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The occupational personality profiles of 101 redundant senior executives were related to their job‐hunting success using psychometric tests (16PF and a management interest inventory). Job‐hunting success was defined in terms of time taken to get a new job, new salary package, and increase over last benefit package. Average age of the sample was 42.4 years and executives had spent an average of 11.8 years with their last organization. Time to get a new job ranged between 1 and 12 months and averaged 3.9 months. Findings suggest that executives who were more intelligent, assertive, sensitive to others, resilient, well‐motivated, and who were relatively more experienced were significantly more effective at getting better jobs.

Relates occupational personality profiles of 101 redundant senior executives to their success in obtaining new jobs. Executives were assessed using a broad spectrum personality questionnaire (16PF), an interpersonal relations inventory (Firo‐B) and the SHL management interest inventory. The measures of job‐hunting success were time to be placed in a new job after first being made redundant, new salary and increase in salary over previous level. Average age of the sample was 42.4 years, most were males and had spent an average of 11.8 years with their last organization. Time to get a new job ranged between one and 12 months and averaged 3.9 months, new salary averaged £35,670, and changes in salary ranged from a decrease of £25,000 to an increase of £67,000, and averaged £3,430. Findings suggest that executives who were intelligent, resilient, assertive, yet sensitive to others, and who were relatively more experienced and well‐motivated were significantly more effective at job‐hunting.

SUN and moon and the substantial natural beauty of Folkestone combined to give the Library Association Conference this year an almost ideal setting. Moreover, it was a Conference equable in speech and with an atmosphere of good will and good sense not always present in such variegated company. This postlude to an abominable summer will be remembered with pleasure. One can say that the choice of President was entirely justified. Mr. Sydney, who spoke often with modest, often almost depreciatory tones, proved to be master of the art of handling an audience, deft in phrase, genial in his introductions and words of thanks, and as skilful at the Annual General Meeting in guiding the choppy waves of debate as we could desire him to have been. Further, the Presidential Address was a reflection of many of these qualities and in substance a candid review of the pleasures, opportunities, high aspirations which were those of many librarians but which were so often frustrated by the limitations of local thinking and, often, pinchbeck “economy”. At the same time, he emphasised the great developments that were taking place and the fail that libraries today were becoming more nationally and internationally pervasive and related. It seemed to be a most memorable address.

In the UK and elsewhere, accounting vocabularies and practices have come to permeate everyday life through their involvement in the management of hospitals, schools, universities, charities, trade unions, etc. This has been accompanied by an increase in the power of accountancy and the institutions of accountancy which increasingly function as quasi‐legislators. Such developments call for a (re)consideration of the role of accounting academics/intellectuals. Argues that, in a world where major business and professional interests are organized to advance sectional interests, to promote stereotyped images and to limit public debates, accounting academics/intellectuals have a responsibility to give visibility to such issues and thereby mobilize potentialities for gaining a fuller understanding of, and encouraging more democratic participation in, the design and operation of major social institutions. Suggests that, despite the constraints on academics, there are considerable opportunities to create, develop or become active in public policy debates through networks that comprise politicians, journalists, disaffected practitioners and concerned citizens – all of whom are potential allies in furthering a process in which accounting and its institutions are problematized and accounting professionals are rendered more accountable.