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In structural fire engineering, the importance of bolt assemblies is often overlooked. Connection design uses the temperature-dependent bolt strength-reduction factors prescribed in Eurocode 3, despite the existence of two distinct failure modes under tension; necking of the bolt shank, and thread-stripping. While literature exists to predict failure modes at ambient temperature, there is no method for failure mode prediction for elevated temperatures where ductility is critical to avoid collapse. Galvanised M20 structural bolt assemblies and bolt material from a single batch have been tested under tension at a range of temperatures and strain-rates typical of those experienced in fire. Turned-down bolt test data produced stress-strain curves characteristic of different microstructures at ambient temperature, despite a tempered-martensitic microstructure being specified in the standards. The failure modes of bolt assemblies were found to be dependent on the as-received microstructure at ambient temperature. At elevated temperatures, however, only thread-stripping was observed.

Talk around Britain's application to enter the European Economic Community goes on; it has never really ceased since the first occasion of the French veto, although in the last year or so, the airy promise of the first venture has given way to more sober thoughts on the obstacles to joining and the severe burdens to be carried not only by the British people but by many of our kith and kin beyond the seas if the country becomes a full member of the Community.

Allocation of individuals' resources among multiple goals is an increasingly prominent theoretical and practical issue. Despite several theoretical perspectives that highlight the potential role of affect in this resource allocation process, empirical work on the topic is quite limited with little focus on the activation dimension of affect. This study aimed to provide further insight into this issue.

The current research explored the role of the activation dimension of affect in a multiple-goal environment. Specifically, 118 individuals participated in a 21-day longitudinal study in which they reported on affect and resource allocation related to two real-life goals.

Multilevel-modeling analyses indicated that activation positively relates to allocation of resources (effort, intended effort, and intended time devoted to a goal). The results also illustrate that task-related negative valence is a significant predictor for two of the three indicators of resource allocation (intended effort was the exception).

This research informs theory and practice at the intersection of emotion and work motivation by investigating a relatively understudied dimension of affect and provides results that help clarify the role of affect during the pursuit of multiple, competing goals.

The concept of company culture is now playing an ever‐increasing role in the continuing endeavour to work towards ever better company management, particularly in the industrial field. This monograph reviews the history and development of both national and company cultures, and then goes on to demonstrate the significance of a culture to proper company management. Well‐managed companies will have both a “quality culture” and a “safety culture” as well as a cultural history. However, it has to be recognised that the company culture is subject to change, and effecting this can be very difficult. Of the many national cultures, that of Japan is considered to be the most effective, as is demonstrated by the present dominance of Japan on the industrial scene. Many industrialised nations now seek to emulate the Japanese style of management, but it is not possible to copy or acquire Japan′s cultural heritage. The text is illustrated by a large number of practical examples from real life, illustrating the way in which the company culture works and can be used by management to improve company performance.

The most recent wave of merger frenzy has created considerable anxiety and wide‐spread criticism about bigness in business. Over and over again we hear the accusation that it's bigness that's responsible for lack of foresight and long‐range planning among U.S. managers and is the cause of managerial lack of innovation and creativity. While in some respects bigness is a problem — creating complexities of control, direction, communication, etc. — we feel that conventional wisdom has overlooked the real cause of America's economic malaise: our collective failure to manage product diversification adequately.

We issue a double Souvenir number of The Library World in connection with the Library Association Conference at Birmingham, in which we have pleasure in including a special article, “Libraries in Birmingham,” by Mr. Walter Powell, Chief Librarian of Birmingham Public Libraries. He has endeavoured to combine in it the subject of Special Library collections, and libraries other than the Municipal Libraries in the City. Another article entitled “Some Memories of Birmingham” is by Mr. Richard W. Mould, Chief Librarian and Curator of Southwark Public Libraries and Cuming Museum. We understand that a very full programme has been arranged for the Conference, and we have already published such details as are now available in our July number.

The latest buzz word heard in boardrooms, business schools, seminars, executive conferences, lectures, and in management consultants' proposals is “technology management.” In this context, technology is not simply science applied, nor is it simply research and development activity. Technology has become a synthetic term for a number of techno‐socioeconomic forces at play in our material world. And in technology management we have yet a higher level of abstraction. Its seductive appeal consists of the implicit promise that technology can be managed by the corporation just like any of its other resources such as people, capital, and materials. The term suggests that companies can pick and choose between good technologies that lead to growth and profits, and bad technologies that lead to sterility and decay. It also implies that companies can defend themselves against technological surprises.

We can think of those with a cynical turn of mind who might consider not a little of the present output of the parliamentary machine as “harem scarem” law, but the indecent haste, the freak urgency of some politically inspired laws apart, it is only too obvious that law is being made under rush conditions, and the reasons are not far to seek. A hectic, over‐active party executive, feverishly pushing ahead with its policies produces impossible working conditions for the parliamentary draftsmen. Law, whether it is statute or regulation, has never been more complex than it is today; time allowed for parliamentary debate is completely inadequate; too many and varied interests have to be taken into account, to say nothing of the vast range of delegated legislation. The urgency of some legislation is doubtful; it is difficult to see the need for all the hurry; a little more time in proper debate would prevent some of the loopholes which subsequently appear and render the law more comprehensible; incomprehensibility and justice are rarely compatible. As Diplock L J., said in the Court of Appeal in Rex. v. Industrial Injuries Commissioner ex parte Cable (1968) 1 A.E.R., 9, a few months ago—“Judges have been at their wits' end to know what some of the provisions mean. It would be a good thing if time could be found to remedy the blemishes.”

Earliest localism was sited on a tree or hill or ford, crossroads or whenceways, where people assembled to talk, (Sax. witan), or trade, (Sax. staple), in eggs, fowl, fish or faggots. From such primitive beginnings many a great city has grown. Settlements and society brought changes; appointed headmen and officials, a cloak of legality, uplifted hands holding “men to witness”. Institutions tend to decay and many of these early forms passed away, but not the principle vital to the system. The parish an ecclesiastical institution, had no place until Saxons, originally heathens, became Christians and time came when Church, cottage and inn filled the lives of men, a state of localism in affairs which endured for centuries. The feudal system decayed and the vestry became the seat of local government. The novels of Thomas Hardy—and English literature boasts of no finer descriptions of life as it once was—depict this authority and the awe in which his smocked countrymen stood of “the vicar in his vestry”. The plague freed serfs and bondsmen, but events, such as the Poor Law of 1601, if anything, revived the parish as the organ of local government, but gradually secular and ecclesiastical aspects were divided and the great population explosion of the eighteenth century created necessity for subdivision of areas, which continued to serve the principle of localism however. The ballot box completed the eclipse of Church; it changed concepts of localism but not its importance in government.