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Examines the essential ingredients for a successful quality programme. Believes it is a lack of attention in communication, education, training and facilitation. Shows how the seven circles model serves as an excellent training tool for both managers and facilitators. Asserts that initiatives for improvement must be originated by management. Concludes that with TQM there will always be a need for improvement, and that chief executives need to champion the cause of communication, education, training and build in the skills of facilitation into the management team.

The purpose of this paper is to propose a model for implicit change leadership theory (ICLT) and to explore its relationship with perceived effectiveness of change management (CM).

The study employed a mixed-methods design. It used a qualitative approach to identify schemas on the traits and behaviors of an ideal leader and schemas on what constitute effective CM. A quantitative approach was followed to test the conceptual model.

The study suggests five competencies of ideal change leaders: strategic and technical competencies, execution competencies, social competencies, character, and resilience. Together, these five competencies comprise an ICLT. Moreover, schema congruence correlates with perceived effectiveness of CM. The closer the congruence between subordinates’ ideal change leader and their actual change leader, the greater the perceived effectiveness of CM.

The study was limited to employees in the Philippines. It is thus suggested that data gathering in other populations be conducted to allow for generalizability of results. The research was cross-sectional in design, that limits causal explanations. Longitudinal studies examining perceptions and attitudes during and after the implementation of change could provide more robust evidence of the relationships between schemas and perceptions of change.

The results suggest that to increase the chances of success of their change initiatives, organizations could consider leadership development interventions that could enhance the competencies of their leaders in the implicit change leadership constructs. Organizations also need to consider employee schemas of effective CM when implementing change.

The main contribution of this paper is to expand implicit leadership theory by applying it to a specific leadership context, that of organizational change, and to derive an ICLT.

The Thirty‐sixth International Motor Exhibition will be held at Earls Court from October 17th to 27th (excluding Sunday the 21st), the opening ceremony being performed by the Right Honourable G. R. Strauss, M.P., Minister of Supply, at 12 noon on Wednesday, the 17th October. In addition to all the British motor cars, there will also be a wide selection of caravans and light trailers, motor boats and marine engines, sailing craft, etc. Leading American and Canadian motor car manufacturers have stands, in addition to ten French exhibitors, three Italian and one German. The following are some stands in Acces‐sory and Component, and Transport Service Equip‐ment Sections that will be showing products connected with lubrication.

Popular images in romantic comedies of the gallant knight and relationships that end with “Happily Ever After” affect women's expectations of what a relationship should be like and what a man should do in the relationship. This standard is mediated by both the women's interaction with the movie and its images, along with patriarchal notions of women wanting, and even needing a relationship. Using in-depth interviews from 18 heterosexual women, this study focuses on displaying how women are impacted by romantic movies and, using a Feminist Interactionist Cultural Studies perspective, how women interact with these movies to construct meaning in their own lives and relationships, while still maintaining the gendered status quo.

In the first two sections the author discusses and analyses the1 terms of employment implied at common law. Then the implied common law duties of the employer towards his or her employee and the employee towards his or her employer are discussed. Custom, practice and works rules as sources of terms of the contract of employment are then considered.

WE all scan the advertisements for librarians in The Times Literary Supplement and other journals every week, and we might be forgiven for inferring from them that there is a dearth of those who, by a curious inversion, are asked for as “A.L.A's or F.L.A's.” In contradiction, it would appear that about 1,500 youngsters are trying to enter the profession by way of the Entrance Examination every year. Youngsters beginning life, especially girls, do usually prefer or are constrained by their parents, the cost of living, and the scarcity of lodgings, to start in their home towns and still to live at home.. Higher in the scale the whole position is tangled in various ways. Many of the entrants fall by the way; commercial pay exceeds municipal and other library pay; more find the work uncongenial, as library work certainly is except to those who are book‐lovers, have a strong social sense, and, in the best cases, a flair for publicity and business administration. Others marry and leave, although some stay on with the ring on the third finger of their left hand. Thus, when maturity is reached, only a relatively few, even amongst the mature, have become chartered librarians and, fewer still, Fellows—as is natural seeing that the fellowship is a much more severe test nowadays and only much love and industry can achieve it. This position is even worse in some other branches of the municipal service; our salaries do not draw the best of the young folk permanently and many a Treasurer's office, to take one branch only, is complaining of want of good recruits. Those of our good ones who do remain do so because of the work and not the pay. Authority has always known this, from the day when Gladstone opined that working in the British Museum was so delightful that it was incredible that the workers wanted any pay at all. Chief librarians today have been most unfairly neglected by the salary negotiating bodies who have dealt generously with several other kinds of chief officers in the local services.

THE library year ends in no spectacular way. If posterity has any cause to remember 1932 it will probably be as of a year when the doctrine of economy was raised to the rank of a divine dogma by a world of debtors and creditors all crazed with fear over international debts. A year of hurried committees producing reports for the reduction of expenditures, beneficient or otherwise; especially, in this last month, a report which if implemented would cripple almost every local activity, and set back the clock of social effort at least thirty years. The intention of such reports is no doubt good; their effects are yet to be seen. So far, the increased parsimony in national and local affairs seems only to have intensified unemployment without bettering the general situation. A reaction against all this is beginning, not a moment too soon, and all who care for the finer things in our civilisation will be compelled to stand against the more unsocial recommendations of these reports.

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.