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1950, the centenary year of public libraries, now with us, must be a year of intense interest to all who read THE LIBRARY WORLD. Preparations have been made by the Library Association on very generous lines for its celebration. We have our Royal Charter, and now we have the privilege of the Consort of the Heir to the Throne as our President. What is more, H.M. the King has become our Patron. Who shall think meanly of librarians and their work hereafter? No longer, too, shall librarians think meanly of themselves. The writer of this month's Letters on Our Affairs, with some of which we may not entirely agree, is surely right in his assertion that the profession “is arriving.”

A recent article by Marien developed a linear programming model for determining the minimum cost pattern for purchasing and shipping commodities subject to a constraint in the level of service provided. The approach taken is first to describe the problem in terms of network theory. Although this is theoretically correct it leads to an unnecessarily complex discussion of what is basically a very simple problem. More importantly it leads to a mathematical model for the sample problem presented that has 23 constraints when only 4 are needed. This fact can be extremely important to anyone who is considering using the model on a “real” problem involving many more product‐shipment combinations. Following is an alternate representation of the problem in a form which lends itself much more readily to extension to larger problems and to matrix generation.

A review of the academic literature on managerial promotions reveals that there has been a limited number of studies conducted on this subject. This study aims to identify key determinants used by managers in making managerial promotion decisions via Bayesian networks. It also seeks to explore the effects these determinants have on managerial promotion outcomes.

The researchers surveyed MBA students with significant work experience to assess the effect levels for 13 managerial promotion factors derived from a research study by Service and Lockamy. The participants were asked to assign a percentage effect level to these factors. Factor analysis was used to determine the most influential factors, and Bayesian networks were constructed to determine the probability of receiving a promotion based on these factors.

The results indicate that there are five key determinants which have the most influence on managerial promotions. They also indicate that managerial promotion outcomes were not significantly influenced by either the promoting manager's years of work experience, or the number of promotions witnessed.

The paper focuses on managerial and professional career advancement research, managerial promotion processes, and personnel development.

The purposes of this paper are to address the following research questions: what are the factors that result in promotions? A preliminary formula for promotion with testable hypotheses will be presented. What would be a “popular press” list of the formula? A list will be presented to address practitioners concerns. What elements would a human resources management (HRM) model that supports “open‐book strategic partnering” contain? An ideal HRM model, which will be linked to the promotional formula, is presented.

The approach to addressing these questions begins by examining and categorizing thousands of promotional decisions. The approach continues with an analysis of the popular press writings and academic literature related to HRM models and managerial promotions.

The findings and writings displayed in the formula and model are blended with the authors' experience to produce a soundly‐based theoretical and practically useful paper.

The uniqueness of this paper is the combination of the results of years of data from professionals and hundreds of working MBA students with popular press guidelines and research oriented literature to produces a testable individual promotional formula and a supporting organizational HRM model. The paper's incremental value lies in the introduction of comprehensive sets of facts and suppositions useful as foundations for empirical testing and further research as well as in providing practical implications for those seeking promotions or desiring to improve the way organizations' human resources are led.

Crompton (1979) has stated that the raison d'être of leisure service delivery Systems is to ensure that adequate opportunities exist through the provision of recreation activities and programs for members of the community to enjoy. It is not important who provides these opportunities as long as they are provided at an equitable price. This may be true in the abstract, however, in the U.S.A. today, like most western nations, there is a mixed economy in which public and private sectors co‐exist, co‐operate and compete in recreation/tourism development. Today, there are many issues and much controversy regarding the appropriate roles which should be taken by public and private suppliers of tourism/recreation.

Full‐text CDROM is a powerful tool and publishers are finding ways to build more into their product. World Library has upgraded Library of the Future with a third edition (World Library Inc., 1991–1994, Library of the Future, 3rd Edition. Irvine, CA, USA). Library of the Future is a CDROM tool to access classic literature, some religious works and some important documents in full text. World Library has added Windows operation and new graphic effects to the product.

Increasingly, product managers and promotional strategists weigh the impacts of homogeneous products and uniform promotion coupled with the unique character of specific market segments. This is especially crucial in an era when many products are advertised in identical ways and consumed in analogous manners over diverse cultural areas. In order to explore the influence of cultural variations on marketing, discusses the conflicting ways in which an international advertising icon, “the Marlboro man”, is interpreted in three different cultural settings. The resulting analysis has both theoretical and practical value.

Dr Munford, as he recounted in the March LW, began his commuting with a pleasant walk, and so he continued throughout his career. I began mine at a dead run, and I haven't broken the habit yet. Unfortunately, I was never able to reconcile the optimism of midnight revelry with the morning reality of a railway station a mile away, and I held the local record for the four minute agony; fortunately, the commuter diesel was usually so packed as to afford me twenty minutes of vertical slumber.

This paper focuses on providing a conceptual model for facility management, which has seen sustained economic growth and market development in the past ten years and that it has been one of the more robust service sector employers. It notes that facility management needs to be more closely aligned to a management discipline to enable it to differentiate itself as it develops within the service sector. There are a number of market segments which are brought together by facility management operations: property, built environment, catering, cleaning, security and engineering services are but a few. In order to provide more coherence to the facility management sector, these activities would benefit from being placed within the context of a mainstream management discipline. This paper states that the lack of conceptual or theoretical management framework is perhaps in part the reason why facility management remains misunderstood in the general business sector.