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Self‐governance in NHS hospitals, management empowerment, self‐directed teams, quality practices at Disneyland.

Proposes to assess the extent to which line management has responsibility for human resource management (HRM) practices in the enterprise. First, addresses a number of theoretical positions that include “traditional”, “cyclical” and “secular” approaches and that emphasizing “diversity”. Then deploys survey data based on the responses of more than 900 managers in the Institute of Management and located throughout the UK to assess these approaches. Investigates four main areas: employee involvement, training and development, rewards and work practices. Reveals that with the partial exception of rewards, line management is found to be dominant in most areas. However, this pattern is likely to have been historically the case rather than representing a “new wave” or movement associated with the rise of HRM itself.

The purpose of this paper is to discuss the mentality of our civilization, the structure of human life nowadays and to attempt to prove that under these the continual and progressive environmental deterioration is inevitable.

The paper investigates the ingredients of human life today, i.e. social political and economic aspects, combined all together.

Our civilization leads deterministically to an environmental deadlock.

The only reversal to the present situation is compulsory humanistic/classical education, which however is incompatible with the mentality of our civilization; the later heavily depended on technological progress.

Returns to a case study of a newspaper company introducing HRM presented five years earlier in this journal. Looks at all the editorial offices of the company and examines the extent to which the company has succeeded in implementing HRM and what this has meant for a key section of its employees, the journalists. Discusses the consequences of HRM for journalists′ union rights, wages and conditions. Shows that the extent to which HRM has been implemented has been dependent on force and conditions not created by the company and that the journalists′ union rights have been curbed and their wages and conditions diminished. The material was derived from extensive face‐to‐face interviews with lay and full‐time union officials and company managers.

Field‐tested advice on coping with the common challenges facing companies attempting to develop a winning strategy.

Hopkins & Williams, P.O. Box 1, Romford, RM1 1HA, can supply the washout solvent required for Du‐Pont's Cyrel flexo‐graphic printing process. The solvent, used to remove the un‐reacted photopolymer after the plate has been exposed to ultraviolet light, is available in 5 gallon and 45 gallon drums, code 3594. 50.

The London Borough of Ealing Public Library Service installed a DS Module 4 system in summer 1984; by January 1985 all twelve branches and the Bibliographic Services Department were on‐line. This paper describes our experience of the Module 4 system to date, from initial choice to current performance.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

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.