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Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.

This study aims to enlighten strata property owners about the importance of choosing the appropriate vehicle for the management of the common property in their strata development.

The research methodology employed for this inquiry is a case study of two residential strata‐titled properties. The two were selected on the basis that, although they share certain similar characteristics including age, tenure and locational attributes, each employs different systems of property management. Data were gathered mainly through interviews with the Property Managers and Chairs of the Management Council. Interviews were also carried out with professionals in the real estate industry specializing in property and facilities management.

The study reveals the various factors of which Management Corporations should be mindful when deciding what form of property management vehicle to use. Careful consideration of these factors will result in a decision that not only is cost‐effective, but also provides greater efficiency in the management and maintenance of the strata titled development.

Careful consideration of the factors revealed in the findings can result in a decision by the Management Corporation, which is cost‐effective. Evaluation of the factors will also result in greater efficiency in the management and maintenance of common property in the strata titled development.

This is an up‐to‐date comparison of two property management systems available to strata developments, in the context of the Singapore Land Titles (Strata) Act, which is based on New South Wales' legislation. The information is useful for strata owners and Management Councils in other jurisdictions in that it provides pointers on the choice of a property management system.

Most of the managers I meet (and I reckon to have met a few thousand over the last ten years) are dissatisfied with their lot. Many have an ambition to “retire at forty‐five” (or thirty‐five, depending on their age); a perceptible minority “drop out”, watched more or less wistfully by many of their colleagues; most of all, they tell you they want to do their own thing, to work for themselves.

In the continuing endeavour to work towards ever better management, the project manager has a crucial role to play. This monograph assesses the requirements of project management in terms of training and experience, demonstrates what sort of person the project manager should be, and also the role that should be played by the project team. In order to illustrate the manner in which the essential qualities in both the project manager and his team are displayed in action a number of completed projects worldwide are reviewed. Both successful projects and disastrous projects are used to demonstrate the way in which the problems encountered in real life can be met and overcome. In conclusion both the prospects and the problems that the future may hold for the project manager are assessed.

The concept of company culture is now playing an ever‐increasing role in the continuing endeavour to work towards ever better company management, particularly in the industrial field. This monograph reviews the history and development of both national and company cultures, and then goes on to demonstrate the significance of a culture to proper company management. Well‐managed companies will have both a “quality culture” and a “safety culture” as well as a cultural history. However, it has to be recognised that the company culture is subject to change, and effecting this can be very difficult. Of the many national cultures, that of Japan is considered to be the most effective, as is demonstrated by the present dominance of Japan on the industrial scene. Many industrialised nations now seek to emulate the Japanese style of management, but it is not possible to copy or acquire Japan′s cultural heritage. The text is illustrated by a large number of practical examples from real life, illustrating the way in which the company culture works and can be used by management to improve company performance.

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.