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This study aims to critically evaluate the trajectory of the “Child First” guiding principle for youth justice in England and Wales, which challenges adult-centric constructions of children (when they offend) as “threatening” and asserts a range of theoretical and principled assumptions about the nature of childhood and children’s evolving capacity.

Focussing on how Child First seeks to transcend the socio-historically bifurcated (polarised/dichotomised) thinking and models/strategies/frameworks of youth justice, this study examines the extent and nature of this binary thinking and its historical and contemporary influence on responses to children’s offending, latterly manifested as more hybridised (yet still discernibly bifurcated) approaches.

Analyses identified an historical and contemporary influence on bifurcated responses to offending by children in the United Kingdom/England and Wales, subsequently manifested as more hybridised (yet still discernibly bifurcated) approaches. Analyses also identified a contemporary, progressive challenge to bifurcated youth justice thinking, policy and practice through the “Child First” guiding principle.

By tracing the trajectory of Child First as an explicit, progressive challenge to previous youth justice thinking and formal “approaches”, to the best of the authors’ knowledge, they are the first to question whether, in taking this approach, Child First represents a clean break with the past, or is just the latest in a series of strategic realignments in youth justice seeking to resolve inherent tensions between competing constructions of children and their behaviour.

The chapter added to the documented evidence that the Kings of ancient Egypt managed their people very well and achieved a lot that still exists in modern-day Egypt. For example, about 80 of the pyramids built in ancient Egypt still exist, with one of them, the Great Pyramid, being the only surviving wonder of the world. The Pyramid covers 13 acres and contains 2 million stone blocks weighing two to 30 tons (HISTORY.COM, 2021). Agriculture provided enough food for all classes of people and led to increasing wealth. The overall development led to growth from villages to towns and large towns. Though history did not contain much on why ancient Egypt achieved significant feats, the chapter tried to explore some reasons arising from the decisions made by the Kings. The structure of governance and its constant review contributed to the government's effectiveness. The leaders articulated how they managed their environment and adapted and innovated to take advantage of opportunities and minimize threats. Ancient Egypt was filled with continuous innovation and creativity to improve with time. What came out very clearly was that despite the Kings' supreme authority, they recognized where their competitive advantage was and managed to create engagement and motivation. The chapter highlighted lessons modern-day national leaders can learn to make their nations effective.

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.

Discusses case examples from organizations which reveal a customer focus. Examples cover retail, airlines, manufacturing and service firms. Places service and quality of service firmly in the forefront of competitive advantage. Considers factors such as the importance of existing customers; the need for a clear view of the customers on whom the company wishes to focus; and methods for building customer relationships.

Elaborating on the positions of two key players in the global earthmoving and construction industry, this article discusses the Japanese market entry strategies. Also discussed are alternative strategies for retaliation against Japanese competition.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

W H Smith is performing well, on the whole. Apparently the low average spend in the group is cushioning it against consumer downturn; conversely, sales at the Do‐It‐All DIY chain have been affected. W H Smith has also bought the prestigious Waterstones group of bookshops and plans to add to it Sherratt & Hughes. This will improve Smiths' share of the book market from about 17 to a massive 20 per cent. Also in this feature: Great Universal Stores and Boots.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.