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Dictionaries of quotations are one of the more personal categories of reference books as evidenced by the diverse responses of their reviewers. The latest edition of The Oxford Dictionary of Quotations was considered “a splendid achievement” by one and “a disaster” by another, while a third introduced his critique with the caution, “It can be said about any such book that its contents will be in‐adequate and its editors presumptuous …”

Laurence J. Peter, in his best selling book, The Peter Principle, argued that individuals are promoted to their level of incompetence. He saw this progression as being typified by successive promotion from success at lower levels until the individual gets to a point where he is described as inefficient. The Peter Principle has been accepted because it described clearly and vividly the experience of individuals and of organisations, but we believe that whilst it is descriptively correct, it is only partially true in its conclusions.

Justification for the introduction of a closed loop Materials Requirements Planning system into a business concentrates quite understandably on the factors which contribute directly to the corporate profitability. George Plossl states that:

Introduction What do the following people each have in common:

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.

Since its Green Paper (2002) entitled “Promoting a European framework for Corporate Social Responsibility”, the European Commission multiplies communications and actions about corporate social responsibility (CSR). The purpose of this article is to question the emergence of CSR as a paradigm of the European referential in terms of public policy.

This article analyses the emergence of this concept in the Community Action asking the question of the nature of this action and the link with the main Community policies. To achieve it the research leans on a public policy analysis by a mixed approach founded on a causal analysis and a cognitive approach.

If the main theoretical founders of the discourse about CSR seem to be effectively inspired by the North American school of business ethics, in fact we can also argue that there are some specificities in Community action in CSR. More than a specific policy of CSR in the Community, CSR seems to become an element of transversal policy which has to be re‐considered in the larger triptych “CSR‐sustainable development‐governance” promoted by European Commission as a way of a new European regulation.

This hypothesis should have to be worth thinking about in the light of the new communication of European Commission published in 2006 and future development.

Opening the question of the specificity of a CSR European approach, this article also offers a new contribution to the debate on the European regulation process.

This chapter documents an innovative pedagogical application of a service-learning oriented approach, pioneered by academics at a University in the North of England (UNEUK). Referred to as directed experiential learning, the core ethos of this approach connected forms of close-to-practice research, critical reflection, and community engagement and as such brought about a radical reworking of the final year of study for an existing undergraduate program – a BA (Hons) Education Studies. Responding to a broadening professional context within UK schools, this program prepared nascent professional educators and through their studies, invited them to engage in university–community partnerships where their learning and contributions to practice were inextricably conjoined.

Planned distribution is a management tool, not an irrelevant headache. Michael Buckingham reviews a conference designed to promote its application.

In the continuing endeavour to work towards ever better management, the engineering manager has a crucial role to play. The history of the engineer is reviewed and his/her possible present role in management is considered. Management objectives are outlined and defined and the specific role of the engineer emphasised. The best managers are leaders, in particular effective leaders of teams, and this is a management task well within the grasp of the engineer. The engineer′s specific training and initial experience give him/her special qualifications in this area. Indeed, there seems to be no reason why the engineer should not climb the management ladder right to the top, especially these days when technology is continually growing in importance. The demands made on the effective chief executive are outlined. It would seem that engineering management has come of age and that with the appropriate management training the engineer should be well capable of filling a senior management role.

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.