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Customer service training for food service staff is typically structured around simple procedures (often based on acronyms) and is restricted to induction training. Two potential limitations stem from these practices: current training may fail to address the subtle general changes in approach which come with experience in food service: current approaches may not highlight the differences in service situations which could benefit from changes in specific behaviour, i.e. situations to which customer service can be tailored. Describes a study identifying the sophistication of food service skills and highlights many general behavioural differences between novice and experienced staff. Reveals a framework of different customer/ situation contexts to which service behaviours can be tailored. Discusses the implications of the study for staff training.

Sets out the process used by Land Rover to change from a company which was losing market share into the world leader once again in four – wheel drive vehicles. The company has enhanced the philosophy of Total Quality Improvement, being management led and democratic and thus accepted by the work force. Outlines the methods, tools and techniques used by Land Rover. Suggests that some of these are applicable to the hospitality industry.

Total quality management does improve organizational performance and remains the most viable long‐term business strategy around. These were the findings of a recent report entitled “TQM: Forging a Need or Falling Behind?”, commissioned by Development Dimensions International of Pittsburgh, the Quality & Productivity Management Association of Schaumburg, Illinois, and Industry Week, which were based on interviews with 6,500 people in 84 organizations. However, on considering the various elements which help or hinder TQM implementation, training emerged as the one successful theme in successful programmes.

THE library service commenced in Grimsby in 1901 in a former Mechanics' Institute dating from 1856 and, with a lending library erected on an adjoining site in 1910, the two buildings served with moderate success until a German bomb destroyed the older of the two in February 1941, fortunately sparing the two special collections on Lincolnshire and the fishing industry. After the war the service was re‐organised and expanded in three wooden huts erected on the bombed site and in an old three‐storeyed house adjacent to the surviving lending library.

A conference can range from good to bad. It can be well or poorly organized, comfortably or indifferently housed, a profitable or wasted use of time. If conferences were rated like hotels and stars indicated their merit, the one held in Munich at the end of October should be awarded the maximum number.

AN interesting comment from the Salisbury and South Wilts team of industrialists who put the first Local Productivity Council Circuit Scheme into operation in their area suggests that this scheme may prove invaluable in awakening general interest in, and in giving practical impetus to, increased productivity at all levels.