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What has emerged in large organizations is the use of hybrid language of abstractions, jargon, euphemisms, and complex syntax known as bureacratease. Often this misuse of language is done with the purpose of deceiving and misinforming. Whether or not this was the intent, however, the result of bureaucratees is often just that along with the breakdown of communication between the organization and the clientele it serves. Moreover, there is insufficient research devoted to this phenomenon. Borrowing from Wittgenstein, this article offers a model for understanding bureaucratese and attempts to move the field of public administration toward a theory of this misuse of language in organization.

THE Glasgow meeting of the Library Association, which was the thirtieth of the annual series, may be described as the largest, best organised and most sociable ever held. To begin with, the weather, for Glasgow, was phenomenally good, and in consequence there was an absence of that climatological bad temper which frequently results from rain; and another good arrangement was the concentration of most of the members in a few hotels instead of being scattered all over the place. These circumstances all made for sociability, and greatly helped to make the local programme a complete success. The arrangements made by Mr. Barrett, his assistants and the Local Reception Committee were very complete, and the information‐desk part of the business side of the Conference may be described as perfect. On the professional side nothing of special importance was accomplished, and, as has already been remarked in these columns the programme of papers was poor, uninspiring and tame. The only paper which forsook the arid ruts of technology was Mr. Tedder's able and suggestive survey of the “Librarian and his relations with books,” which, however, was quite inadequately discussed, although it reached a higher level than any other contribution. The most successful papers were those of Messrs. Sindall and Davenport, both with lime‐light effects, and it may also be said, both given with remarkable ability. A first‐rate note was struck in the presidential address, which took a high line and was stimulating in quality, as well as being eminently practical in one or two respects. The plea for more effective limitation of the newspaper element in libraries was rather surprising, coming as it did so soon after the very different finding of the Cambridge meeting in 1905; and one wonders if the aspect of the Glasgow district reading‐rooms with their lavish provision of 668 newspapers had anything to do with this plea. It is, at any rate, a subject for reflection if it is really worth while equipping a library system with 668 newspapers, and only recognising monthly and quarterly periodical literature to the extent of 575. In Glasgow, as in many other places, Continental and American scientific, artistic and technological periodicals are very largely neglected in favour of all kinds of comparatively valueless broadsheets, which are filed at great cost and have only a very narrow local interest to recommend them. Mr. Carnegie's remarks on librarianship were very much to the point, and it is to be hoped he will yet see his way to make practical application of his own theories by endowing a central Library Institute for the systematic training of librarians and the control of bibliographical work in Britain. The laying of the memorial‐stone of the new Mitchell Library building was a most important event in the history of Glasgow, and in two or three years one may hope to see the valuable and varied stock now inadequately housed in Miller Street transferred to a splendid new home.

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.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

October 31, and November 1, 1972 Master and Servant — Negligence — Furnace waste on loading platform — Proper broom for removing furnace waste not provided — Plaintiff injured by slipping on loading platform in the course of loading operation — Whether defendant employers liable in negligence and for breach of statutory duty — Regulation 6 of the Construction (Working Places) Regulations, 1966 (S.I. 1966 No. 94).

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

This article aims to propose a critical review of James G. March’s research in and particular its consistency with its epistemological and psychological underpinnings.

The paper proposes a textual and conceptual analysis of James G. March’s study.

The article argues first that March’s study exemplifies the “physics envy” typical of management and organisation studies scholars since the early 1960s. Second, evidence is presented that March’s conclusions, irrespective of their legacy on management and organisation studies, were not developed along and were not consistent with the foundations that March espoused and advocated during most of his career. As a result, the implications of his conclusions are uncertain. To his credit, however, there are reasons to believe that, towards the end of his career, March came to recognise the limitations of his scholarship. Further, he indicated an alternative avenue for organisation studies which eschews the shortcomings of positivist and post-modern research.

Although centred on March’s work, the argument presented is relevant to psychology, organisations, choice, the nature of knowledge, the limitations of positivism and post-modernism.

The paper balances the perspective offered by recent celebratory reviews of March’s study.

This chapter documents how eugenics, scientific racism, and hereditarianism survived at Harvard well into the interwar years. In the late 1920s and early 1930s, Thomas Nixon Carver and Frank W. Taussig published works in which they established a close nexus between an individual’s economic position and his biological fitness. Carver, writing in 1929, argued that social class rigidities are attributable to the inheritance of superior and inferior abilities on the respective social class levels and proposed an “economic test of fitness” as a eugenic criterion to distinguish worthy from unworthy individuals. In 1932, Taussig, together with Carl Smith Joslyn, published American Business Leaders – a study that showed how groups with superior social status are proportionately much more productive of professional and business leaders than are the groups with inferior social status. Like Carver, Taussig and Joslyn attributed this circumstance primarily to hereditary rather than environmental factors. Taussig, Joslyn, and Carver are not the only protagonists of our story. The Russian-born sociologists Pitirim Alexandrovich Sorokin, who joined the newly established Department of Sociology at Harvard in 1930, also played a crucial role. His book Social Mobility (1927) exercised a major influence on both Taussig and Carver and contributed decisively to the survival of eugenic and hereditarian ideas at Harvard in the 1930s.

Contemporary literature reveals that, to date, the poultry livestock sector has not received sufficient research attention. This particular industry suffers from unstructured supply chain practices, lack of awareness of the implications of the sustainability concept and failure to recycle poultry wastes. The current research thus attempts to develop an integrated supply chain model in the context of poultry industry in Bangladesh. The study considers both sustainability and supply chain issues in order to incorporate them in the poultry supply chain. By placing the forward and reverse supply chains in a single framework, existing problems can be resolved to gain economic, social and environmental benefits, which will be more sustainable than the present practices.

The theoretical underpinning of this research is ‘sustainability’ and the ‘supply chain processes’ in order to examine possible improvements in the poultry production process along with waste management. The research adopts the positivist paradigm and ‘design science’ methods with the support of system dynamics (SD) and the case study methods. Initially, a mental model is developed followed by the causal loop diagram based on in-depth interviews, focus group discussions and observation techniques. The causal model helps to understand the linkages between the associated variables for each issue. Finally, the causal loop diagram is transformed into a stock and flow (quantitative) model, which is a prerequisite for SD-based simulation modelling. A decision support system (DSS) is then developed to analyse the complex decision-making process along the supply chains.

The findings reveal that integration of the supply chain can bring economic, social and environmental sustainability along with a structured production process. It is also observed that the poultry industry can apply the model outcomes in the real-life practices with minor adjustments. This present research has both theoretical and practical implications. The proposed model’s unique characteristics in mitigating the existing problems are supported by the sustainability and supply chain theories. As for practical implications, the poultry industry in Bangladesh can follow the proposed supply chain structure (as par the research model) and test various policies via simulation prior to its application. Positive outcomes of the simulation study may provide enough confidence to implement the desired changes within the industry and their supply chain networks.