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Two librarians, Patrick Noon and Sue Clegg, who have previously studied for an MBA, describe their different experiences of the course; what it offers a librarian, in terms of personal and career advancement and its worthwhile nature despite the time constraints, costs and intellectual effort. Patrick Noon found great value in the opportunity to mix with other managers from business and industry. Sue Clegg found that developing a more holistic and strategic approach to organizations has personal relevance and can promote development, opening out possible, future career moves.

Anne Rehahn has given us an interesting account of her Master's programme on pages 29–30; a rather more tailored course than the MBA course described by Patrick Noon in Vol. 9 No. 2 of Information and Library Manager.

The development of management skills for senior academic librarians has rarely been accorded the attention it deserves, even when the Follett report identified it as an important challenge for the future of libraries. This situation has been a concern for some in the profession and a strategic management programme for senior academic library staff was developed by academic librarians and Aston Business School to respond to this challenge. Outlines the development of the programme, details its contents and discusses the feedback from the programme. Also identifies some of the lessons that have been learnt from the process and the programme about future directions for management development in academic libraries.

Describes an approach to management development by undertaking an MBA programme. Examines the various programmes on offer and looks at the difficulties involved in their pursuit. Relates the author′s own experiences of pursuing an MBA and the advantages gained, both for the library and information service and on a personal level.

Continuing professional development is one of the major attributes that defines professional status. The LA′s new Framework for CPD provides an innovative and useful tool to help those in the library and information profession to take responsibility for their own CPD. But why is the scheme only voluntary? Would making CPD compulsory improve the service we deliver to our users and improve our professional image? Uses examples from other professions to explore this important issue.

A survey carried out during 1998 investigated the use of the World Wide Web for user education in 68 UK university libraries. Almost three‐quarters of the libraries surveyed make use of the Web for this purpose. The Web is used as a supplement to existing user education, in order to support independent, student centred learning and to reach parttime and distance learners. Just ten percent of user education is delivered solely via the Web, but libraries indicated that use will grow in the future. It was found that greater use is made of the Web for information skills training than for library induction. The authors suggest a number of reasons why more use is not being made of the Web for user education and propose future developments in this area. Web‐based instruction is unlikely to completely replace traditional methods, but it can be used to supplement and extend existing provision.

In the concluding part of a three‐part series on Japanese success, reports it has been suggested that it is a combination of long‐term strategies and a united approach. Outlines Japanese history and thinking patterns. Discusses how post war Japan was ready to assimilate the “quality” ideas of Dr. Deming. Asserts that the key to Japanese success lies not in the systems, but in the people who run the system, managers and managed, and how they relate to each other. Discusses the seniority system and the importance of life‐time employment. Notes that knowledge is spread and shared, and that concern for the common good is said to be the prime motivation of a Japanese company. Discusses long‐term planning as another possible key to Japanese success as well as their commitment to quality. Concludes that Japanese success is not a myth but the result of a well‐thought‐out long‐term strategy.

The paper reviews Fox’s frames of reference against subsequent changes in the composition of the labour force, shifts in social values and the arrival of the politics of identity.

A close reading of the frames of reference is placed in the context of Fox’s writing on the search for managerial legitimacy. That search is then considered in relation to the subsequent revolution in equal opportunities and contemporary efforts to promote equality, diversity and inclusion (EDI).

At the core of Fox’s frames lies the fundamental question of whether employers accept trade unions as a legitimate expression of employee interests. Changes in the composition of the labour force and the related arrival of identity politics has led to the emergence of a new set of interests based on social identity. These interests exist because of state legislation, social pressure from campaign groups and the awareness of the right to equal treatment regardless of gender, race, sexuality etc. It follows that the emergence of these identity-based interests means that employers are all pluralists now. This new pluralism has the ideological challenge of gaining approval not only from employees but also from the public in a world where errant employers are vulnerable to hashtag activism.

By revisiting Fox’s frames of reference, and emphasizing the role of employee interests, the paper shows that Fox's original insights on managerial authority and the need for “legitimising sentiments” are still relevant even if his frames are now outdated.