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WE write on the eve of an Annual Meeting of the Library Association. We expect many interesting things from it, for although it is not the first meeting under the new constitution, it is the first in which all the sections will be actively engaged. From a membership of eight hundred in 1927 we are, in 1930, within measurable distance of a membership of three thousand; and, although we have not reached that figure by a few hundreds—and those few will be the most difficult to obtain quickly—this is a really memorable achievement. There are certain necessary results of the Association's expansion. In the former days it was possible for every member, if he desired, to attend all the meetings; today parallel meetings are necessary in order to represent all interests, and members must make a selection amongst the good things offered. Large meetings are not entirely desirable; discussion of any effective sort is impossible in them; and the speakers are usually those who always speak, and who possess more nerve than the rest of us. This does not mean that they are not worth a hearing. Nevertheless, seeing that at least 1,000 will be at Cambridge, small sectional meetings in which no one who has anything to say need be afraid of saying it, are an ideal to which we are forced by the growth of our numbers.

In the face of increasingly demanding business environments, organizations must carefully examine themselves to assess their “fitness” to compete and sustain success within their marketplaces. Such assessments lead senior management to challenge previously held beliefs about what is meant by “competence” and to reconstrue them in the light of future requirements. Managerial competences can help managers address this task. However, many competence approaches to organizational competence and change seem too narrowly focused and static in nature. Senior managers require models which cater for the dynamism of their business world. Outlines the framework identified by Stuart and Lindsay (1996). Illustrates its use in helping managers to systematically explore change requirements to achieve “competence” through a client assignment. Indicates how outputs from application of the framework inform and strengthen the development of HR systems and processes to support change in pursuit of organizational competence.

THE Fifty‐First Conference of the Library Association takes place in the most modern type of British town. Blackpool is a typical growth of the past fifty years or so, rising from the greater value placed upon the recreations of the people in recent decades. It has the name of the pleasure city of the north, a huge caravansary into which the large industrial cities empty themselves at the holiday seasons. But Blackpool is more than that; it is a town with a vibrating local life of its own; it has its intellectual side even if the casual visitor does not always see it as readily as he does the attractions of the front. A week can be spent profitably there even by the mere intellectualist.

The New Year will see Britain a member of the largest multi‐national free trade area in the world and there must be few who see it as anything less than the beginning of a new era, in trade, its trends, customs and usages and especially in the field of labour, relations, mobility, practices. Much can be foreseen but to some extent it is all very unpredictable. Optimists see it as a vast market of 250 millions, with a lot of money in their pockets, waiting for British exports; others, not quite so sure, fear the movement of trade may well be in reverse and if the increasing number of great articulated motor trucks, heavily laden with food and other goods, now spilling from the Channel ports into the roads of Kent are an indication, the last could well be true. They come from faraway places, not all in the European Economic Community; from Yugoslavia and Budapest, cities of the Rhineland, from Amsterdam, Stuttgart, Mulhouse and Milano. Kent has had its invasions before, with the Legions of Claudius and in 1940 when the battle roared through the Kentish skies. Hitherto quiet villagers are now in revolt against the pre‐juggernaut invasion; they, too, fear more will come with the enlarged EEC, thundering through their one‐street communities.

In 2017, the CPA exam added task-based simulations that require candidates to demonstrate analytical, critical thinking, and problem-solving skills. In addition, there has been an evolution in training and learning from face-to-face, synchronistic, group study, to online, asynchronistic, and independent study. These changes suggest the need to reexamine the effectiveness of CPA exam candidates’ study methods. In this study, the authors analyze the degree of use and effectiveness of various study methods (e.g., instructor-led study programs, self-study review courses, flashcards, study notes, and practice problems). Based on a survey of candidates taking the CPA exam in 2018 and 2019, the authors find that the most effective method of study is practicing problems. Opposite the results of some extant research, using an instructor-led study program does not appear to increase the likelihood of passing. Because this is the only study to examine a variety of CPA exam study methods since the 2017 exam changes, its results serve as a benchmark for researchers interested in investigating future changes in study habits.

As announced in the May issue of Hybrid Circuits, ISHM‐Benelux is organising a one‐day conference on applications of hybrid circuit technology.

Allyn Young′s lectures, as recorded by the young Nicholas Kaldor, survey the historical roots of the subject from Aristotle through to the modern neo‐classical writers. The focus throughout is on the conditions making for economic progress, with stress on the institutional developments that extend and are extended by the size of the market. Organisational changes that promote the division of labour and specialisation within and between firms and industries, and which promote competition and mobility, are seen as the vital factors in growth. In the absence of new markets, inventions as such play only a minor role. The economic system is an inter‐related whole, or a living “organon”. It is from this perspective that micro‐economic relations are analysed, and this helps expose certain fallacies of composition associated with the marginal productivity theory of production and distribution. Factors are paid not because they are productive but because they are scarce. Likewise he shows why Marshallian supply and demand schedules, based on the “one thing at a time” approach, cannot adequately describe the dynamic growth properties of the system. Supply and demand cannot be simply integrated to arrive at a picture of the whole economy. These notes are complemented by eleven articles in the Encyclopaedia Britannica which were published shortly after Young′s sudden death in 1929.

The review of food consumption elsewhere in this issue shows the broad pattern of food supplies in this country; what and how much we eat. Dietary habits are different to what they were before the last War, but there have been few real changes since the end of that War. Because of supplies and prices, shifts within commodity groups have occurred, e.g. carcase meat, bread, milk, but overall, the range of foods commonly eaten has remained stable. The rise of “convenience foods” in the twenty‐five year since the War is seen as a change in household needs and the increasing employment of women in industry and commerce, rather than a change in foods eaten or in consumer preference. Supplies available for consumption have remained fairly steady throughout the period, but if the main food sources, energy and nutrient content of the diet have not changed, changes in detail have begun to appear and the broad pattern of food is not quite so markedly stable as of yore.

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.

AT the Conference at Folkestone of the London and Home Counties Branch of the Library Association, Mr. Jast gave one more example of his old fire and vigour in a paper which he entitled Publishers and Librarians. No doubt in other pages than ours the text will be given in full. Here, in summary, we may say that he dealt with some of the needs of librarians and readers for well‐produced editions of good books which for some reason were obtainable only in double‐columned small type or otherwise almost unreadable or at any rate unattractive form. He instanced Disraeli's Curiosities of Literature. He urged that if a sufficient number of public and other librarians represented this want to publishers, promising that the libraries would support such an edition, it was unlikely that the request would be ignored. A further suggestion arose from the established fact that in the welter of editions of certain books many were ill‐produced and unworthy to be placed in the hands of unsuspecting bookbuyers. Robinson Crusoe was a case in point, and as many parents desired their sons to read this they were often persuaded to buy editions which were unsuitable. Here he made a suggestion which is entirely practicable: that the Library Association should examine all of the common classics for form and for textual accuracy—a feature in which he alleged that some were deficient—and fix on suitable editions, allowing the publisher to add to their title‐pages “approved by the Library Association.” We seize upon this point first because there is nothing Utopian about it. It is a work that ought to be done.