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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.

This article considers employment policy and labour relations in three Japanese manufacturing enterprises in north‐east England. In each case, the author discusses a number of features, namely, the decision of the company to locate in the north‐east, union recognition, workforce flexibility, and industrial relations.

Management development as a separate, discrete area of activity in training is no longer viable. Challenges the status quo but gives an explanation of the need for companies to look at how they manage themselves and devolve responsibility with reference to the author′s own company.

In recent years it has become clear that joint consultation has not withered away in British industry but has managed to maintain a considerable institutional presence. The precise character of consultation in these companies is rather more difficult to determine. Drawing on research in a Japanese‐owned electronics factory, with elaborate machinery for participation as well as a single union, no‐strike deal, it is concluded that consultation is little more than a symbol of unitarism. Moreover, other unitarist symbols are also used to convey the “family” message to the workforce.

Examines the changing employment relationship between organizations and their staff. Analyses the relationship in terms of five contractual areas – knowledge requirements, psychological needs, efficiency demands, job design and ethical relations. Describes how a number of these informal contracts have become overweighted in favour of one partner to the contract – the employer, how each of the contract areas can be improved and the costs of not doing this. Also examines the changing role of personnel managers and trade unions and forecasts how these will respond to the employment situation of the future.

Nissan's Sunderland plant in the UK is a shining example of employee ownership and participation in action. This strategy of continuous Training and development has helped the company achieve its many successes and, it is hoped, will continue to do so in the future.

Macmillan Intek Ltd is the country's largest supplier of technical open learning packages, offering a wide range of multi‐media training materials with an emphasis on practical training and home study. Services include customised packages to suit an organisation's individual requirements, as well as full training consultancy including needs analysis and support.

The multi‐disciplinary activities of the Manpower Society in manpower planning, management, and utilisation make it a unique organisation in the UK and the objectives of the Society are more pertinent today than ever before. John Houston shows how they deserve to be better known by managers.

Suggests that often untapped human strengths have major importance in the search for exceptional performance. Argues that information technology has not and will not replace such qualities, as had been thought in the 1980s. Looks at ways to maximize human resources in a world of organizational change, suggesting that there is need for a shaping of a dynamic set of relationships at all organization levels, and that the needs, aspirations and potential of people hold the key.