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Spearheading BLs drive into advanced manufacturing is the Manufacturing Automation Technology Group of BL Technology. Brian Rooks has been talking to its manager, Mike Kelly.

Paint application and bonding are principal areas of activity at Gaydon Technology the new name of the BL Group's independent research company. Brian Rooks has been talking to Mike Kelly director of AMT at Gaydon.

Psychosocial interventions (PSI) have been recognised as an important and valuable treatment for individuals with a serious mental health problem and their families. Over the past decade, PSI has gained national recognition through training courses such as the Thorn programme. However, despite NHS provider organisations investing time and money in the training of mental health practitioners in Thorn‐based PSI, implementing this training in practice has been inconsistent and difficult. Current literature focuses mainly on the efficacy of Thorn‐trained practitioners and on their attempts at transferring skills into practice. The aim of this study was to assess the effectiveness of a cross‐educational practice meeting in assisting Thorn graduates to implement PSI into clinical practice. Fifteen participants from a specialist mental health trust (including eight Thorn graduates) who participated in this type of meeting were interviewed. Six core themes were identified: framework for implementation; organisational drivers; Thorn graduates' position; service achievements; reforms to the process and threats to implementation. These themes indicate that a cross‐educational practice meeting can be a valuable framework for assisting Thorn graduates in implementing a range of PSI in clinical practice. This type of meeting can also make an impact on the culture of an organisation through facilitating change towards evidence‐based psychosocial practice.

This study aimed to determine the level of training in psychosocial interventions among staff in the 119 early intervention in psychosis (EIP) teams that were established at the time. A brief questionnaire was sent to each of the teams asking for details of the composition of the team, and for details of any training in psychosocial interventions (PSI) the members of the team had undergone. Fifty‐two questionnaires were returned (44%). Over half of the teams had input from social workers, clinical psychologists and occupational therapists to compliment the nursing provision, though less than 50% employed support workers or had specific psychiatry input. All but two of the teams returning the questionnaire had members of staff trained in PSI though the type of training tended to reflect availability of local training provision. The results are discussed and practical recommendations are made to ensure evidencebased care is implemented within EIP.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This study focuses on the idea of an evidence‐based approach to medical problems, which has been in existence for more than 30 years. This idea of carrying systematic knowledge into practice in public health has recently become part of the present government's drive to modernisation and improved delivery. The study outlines the work of the Health Development Agency (HDA), which has the task of both assembling the public health evidence and obtaining evidence of effectiveness of public health interventions into practice. The underlying purpose is to get evidence together which would help to reduce inequalities in health. A number of lessons in this activity are described.

Are the sources and effects of executive stress echoed down the line on to the shopfloor of manufacturing industry? Should the researchers into the “stress‐chains” at managerial level turn their attention to the investigation of stress and stress‐reduction among blue‐collar workers? How far it can be done, and how parallel are the problems on each level, are questions which British industry might well concentrate upon to a greater extent than is evident from a review of the literature on stress over the last 5–10 years. This article describes recent work by the authors into the nature and effects of chains of stressors on the shopfloor which could be argued to be holding back real growth in the UK's manufacturing potential, chiefly through the diversion of energy for human growth into over‐concentration on factors leading to dissatisfaction at work.

The aim of this paper is to provide insights into the processes that can be and have been adopted by UK business schools as they attempt to meet the Quality Assurance Agency's concern with the standard of quality management and enhancement.

A review of the literature provides interpretations of quality, quality management and quality enhancement. The paper continues by identifying the ways in which priorities in need of improvement are identified. The different “quality” models that are employed are then evaluated in terms of their implementation within business schools.

The paper concludes with emerging reflections that highlight that the most significant aspect in terms of taking forward different models, processes and approaches is the importance of organisational culture.

It is argued that without an awareness of the existing organisational culture the introduction of any model, process or approach will not in itself create or sustain a quality enhancement culture.