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To explain a new set of rules, detailed in FINRA Regulatory Notice 17-30, proposed by the Financial Industry Regulatory Authority (FINRA) and approved by the US Securities and Exchange Commission (SEC), that revise and streamline the number and types of proficiency exams broker-dealer personnel must take in order to become registered, as well as the categories of registration.

Discusses the background, including FINRA’s consolidation of National Association of Securities Dealers (NASD) rules; the new registration regime; conditions for waivers; criteria for “permissive” registration; firms’ requirement to designate “Principal Financial Officers” and “Principal Operations Officers”; new categories of principal registration; FINRA’s elimination of certain registration categories; research analyst, research principal and supervisory analyst exam requirements; the ability of a registered representative to function as a principal for a limited period; the prohibition of unregistered persons to accept orders from customers; and the Securities Industry Essentials (SIE) Examination Content Outline.

The new structure is intended to bring greater consistency and uniformity to the qualification process. Among other changes, it eliminates several registration categories that either have become outdated or have limited utility, permits persons not yet associated with a broker-dealer or employed in the securities industry to take a preliminary registration exam prior to entering the securities industry, and makes other changes intended to modernize the registration and examination regime for broker-dealer personnel.

Practical guidance from lawyers with broad stock brokerage, investment management and related financial services experience.

Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.

Since the implementation of the Sarbanes‐Oxley Act of 2002, the SEC has adopted new rules for certifications and proposed many other new rules. The proposals cover financial experts, codes of ethics, internal controls, improper influence of audits, off‐balance‐sheet transactions, non‐GAAP financial information, and trades during pension blackout periods. Among the specific requirements of the new rules are that: (1) an issuer’s principal executive officer and principal financial officer certify the contents of the issuer’s quarterly and annual reports; (2) financial experts on audit committees be disclosed; (3) codes of ethics be disclosed; (4) internal control reports be included in annual reports; (5) officers and directors be prohibited from fraudulently influencing the auditor of financial statements; (6) a separately captioned subsection of the MD&A explain an issuer’s off‐balance‐sheet arrangements; (7) Non‐GAAP financial measures be clearly explained; and (8) officers and directors be prohibited from buying or selling equity securities acquired in connection with employment when other employees are “blocked out” from trading in their individual pension accounts.

I. The Gendarmerie: Historical Background The Gendarmerie is the senior unit of the French Armed Forces. It is, however, difficult to give a precise date to its creation. What can be asserted is that as early as the Eleventh Century special units existed under the sénéchal (seneschal), an official of the King's household who was entrusted with the administration of military justice and the command of the army. The seneschal's assistants were armed men known as sergents d'armes (sergeants at arms). In time, the office of the seneschal was replaced by that of the connétable (constable) who was originally the head groom of the King's stables, but who became the principal officer of the early French kings before rising to become commander‐in‐chief of the army in 1218. The connétable's second in command was the maréchal (marshal). Eventually, the number of marshals grew and they were empowered to administer justice among the soldiery and the camp followers in wartime, a task which fully absorbed them throughout the Hundred Years War (1337–1453). The corps of marshals was then known as the maréchaussée (marshalcy) and its members as sergeants and provosts. One of the provosts, Le Gallois de Fougières, was killed at Agincourt in 1415; his ashes were transferred to the national memorial to the Gendarmerie, which was erected at Versailles in 1946.

In light of the increasing convergence between public and private sector accounting models, should local governments be required to adopt requirements similar to the Sarbanes-Oxley Act (SOX)? Survey results from 42.2% of municipal finance officers from Ohio and Florida suggest they embrace in concept the enhanced accountability resulting from adopting principal officer certification (POC) and the independent audit committee (IAC) for larger cities. However, like their counterparts in the private sector, they have reservations regarding the benefits of implementation relative to costs. Theories of innovation diffusion and planned behavior provided a theoretical framework for multivariate analysis. The contradictions in our findings may relate to respondents’ reservations regarding the private sector financial reporting model that is becoming increasingly prevalent in public financial management.

This paper honors the breadth of some of March’s key ideas on organizations by applying them to the development of amphibious operations in the United States. The development of amphibious operations highlights, in part, March’s appreciation for little ideas, the importance of ordinary actions as opposed to great men, and the larger societal trends in which evolutionary organizational change is nested. The persistence of ordinary men and a series of little ideas that accumulated for decades prior to the far more celebrated 1919–1939 interwar period established the intellectual and organizational foundation that made the interwar innovation period possible. We use this case not only as an example of how many of March’s ideas are relevant to a given case, but also to demonstrate how extending March’s ideas to different kinds of institutions and organizations might be useful for future scholars and for organizational scholarship.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

Despite growing evidence of the impact of school facilities on wellbeing and educational outcomes, no attention has been given to understanding this impact in relation to the interrelationship of design and procurement and their combined effect. This paper aims to address this gap by presenting the outcomes of a study of the design/procurement relationship pre-opening and post-opening of schools.

Qualitative case study methodology enabled in-depth exploration of six Australian Government schools procured through “public private partnerships” (PPP) or “design & construct” (D&C) and “design, bid, build” (DBB). Data collected through interviews with architects, education department officers, school principals and teachers were analysed thematically using techniques aligned with grounded theory methodology.

The paper reports three key findings: pre-opening of schools, budget impacts design similarly for procurement across PPP and (D&C/DBB) case schools; pre-opening of schools, prescriptive design impacts procurement similarly across PPPs and D&C/DBB schools; post-opening of schools, procurement impacts design and school operation in different ways across PPP and D&C/DBB schools. These findings point to a fundamental finding that it is design and procurement together that impacts well-being and educational outcomes as experienced by principals and teachers.

This research may be of practical value for education departments, architects, facility managers, school principals and teachers.

This paper provides original evidence of the relationship between procurement and design and their combined impact on student well-being and educational outcomes.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).