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Compares the career experiences of women managers who are members of the family that owns the organization and women managers who are not. Results of a survey show “women family managers” enjoy increased status, job security and flexibility. Many are able to take advantage of this flexibility to combine child rearing and career roles. “Non‐family women managers” perceive themselves as competitive and independent people, they have better academic qualifications and are less likely to be married and have children. However, both groups are unenthusiastic about their training, mentors and personal contacts and consider that career progress is easier for men. In general, all women managers feel they lack power and opportunities to make progress.

Enterprise and the enterprise culture are regularly referred to in everyday conversation but the term enterprise has a variety of meanings. In its broadest sense enterprise refers to a set of attributes, skills and behaviours which may be demonstrated by an individual. In its narrowest sense it is used synonymously with small business founding and management. In general, enterprising people take bold steps in setting up and managing projects and they require certain knowledge, skills and personal qualities if they are to be considered competent in this context.

The relationship between job dissatisfaction and the decision to leave paid employment in favour of business ownership is explored. Particular attention is paid to the level of job satisfaction enjoyed by the sample studied prior to founding a new business ‐ the job satisfaction of male and female respondents; the specific causes of satisfaction or dissatisfaction; the satisfaction reported following business ownership. It is concluded that dissatisfaction with promotion and a number of issues associated with superior‐subordinate relations appear to be related to the move. Significantly, potential business founders may be people with entrepreneurial talent who, if they could be retained in an employee role, might make a valuable contribution to the success of their employing organisation. The human resource manager must identify such people and redefine their role in such a way that they will be more satisfied with the status of employee and make an effective contribution to organisational performance.

Family firms account for around 75 per cent of all business enterprises in the UK, but there is a lack of research on these businesses. The family firms literature recognises that there are differences between family and non‐family businesses; differences that can be explained by conflicts between a juxtaposition of family values and business values. Consequently, family firms tend to have different approaches to ownership and control, the composition of boards, employment practices, strategy formulation and succession management. This paper reports on the demographic characteristics, ownership configurations, boardroom arrangements, managerial and succession practices of a random selection of 1,065 family firms located in Scotland and Northern Ireland. Results reveal that the firms are well‐established, privately owned, small businesses in which the lead family retains almost all shares and dominates the board of directors. These firms give some preferential treatment to family members in employment and managerial matters but business objectives are not ignored. In keeping with previous research, succession matters are not regularly discussed and much more needs to be done to allow for a smooth transition from one family generation to another. The authors conclude by arguing that there is an urgent need for policy makers to address the problems and needs of small family firms and to develop frameworks and practices for assisting these businesses.

Discusses some of the features of small firms and emphasizes that business proprietors have a different approach to marketing than do marketing managers in large concerns. Examines some empirical evidence which showed about two‐thirds of small firms had a nonmarketing approach, almost a third were implicit marketers while very few were sophisticated marketers. Surmises that small firms require a high level of simplicity in their marketing approach if it is to be successful.

Attention has been drawn recently to the differences which exist between family and non‐family firms, but Ward indicates that there are different types of family firms. More specifically, as Dunn puts it, “in some families it is evident that the business serves the family, as opposed to the family serves the business”. For some families in business, economic rationality dominates decision making, yet for others a “family first” ethos is to the fore, while a third group recognises the need to respond to economic and family considerations. In this paper firms which pay attention to both family and business are not investigated. However, Ward’s model of the characteristics of family firms is discussed and data based on a Scottish and Irish sample of 234 firms which put family first when business and family objectives clash, and 830 firms which focus on business objectives, are presented. Results suggest that the former exhibit several of the characteristics defined by Ward. This suggests that a considerable number of family firms may be lifestyle – as opposed to growth‐oriented businesses. These results have major implications for policy makers. If a substantial number of family firms differ from rational economic ventures by their methods of operation, then policy makers should be flexible with regard to the methods of intervention required to support this important section of the SME community. Policy issues in connection with family firms in Britain are considered in the light of our findings.

The ability to predict future demand is a need that businesses work towards irrespective of their size. Creating a favourable competitive stance for firm’s output is also a crucial goal of businesses. These two goals are of particular importance for enterprises operating in an environment characterised by rapid changes, shortened lead‐times, and exponential innovative activities. This study aims to elaborate on branding as a marketing principle relevant to the entrepreneurial quest for stimulating demand and creating competitive advantage. It also aims to highlight the appropriateness of branding to SME practices and to identify relevant guidelines that SMEs could follow in building a successful brand.

The purpose of this study is to fill a gap in the literature by examining a medium-sized firm. Most modern economies are characterized by a significant group of middle-sized firms, still owner-managed, but with multimillion naira turnovers. Many of these remain family companies and constitute an important reservoir of business initiative. One such family business is the focus of this research. The results of the study suggest that neither the existing typologies of small firm approaches to marketing nor the formal models of marketing attributed to big companies necessarily characterize the marketing planning and management of family business in Nigeria.

A joint Committee consisting of six members of the Royal Sanitary Institute and five members of the Society of Medical Officers of Health, Dr. Charles Porter presiding, was appointed in October, 1924, to consider the methods adopted in this country in regard to the handling of food. The report of the Committee, which has just been issued, affords interesting reading. In order to obtain information with regard to methods adopted in relation to particular foods, each member of the Committee undertook to make investigations and to prepare a monograph on some special aspect of the problem. The subjects investigated and the members taking responsibility tor the preparation of the monographs were:—Meat and Meat products— J. R. Hayhurst, M.R.C.V.S. Fish—Professor H. R. Kenwood, C.M.G., M.B. Fruit and Vegetables—J. Fenton, M.D. Bread and Confectionery—Joseph Cates, M.D. Milk, Ice Cream, &c.—Thomas Orr, M.D., D.Sc. Groceries—Sir William Beveridge, K.B.E., C.B., D.S.O. Restaurants and Cafés‐Francis J. Allan, M.D. Premises where Prepared Food is made—T. W. Naylor Barlow, O.B.E., M.R.C.S., L.R.C.P. Imported Foods—W. M. Willoughby, M.D. Food Regulations, Licensing and Registration of Premises—Francis J. Allan, M.D.