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The Attorney‐General has informed the House of Commons that good progress has been made with the preparation of a Bill for consolidating the Food and Drugs Acts. Such a measure is badly needed—for a variety of reasons. First, there are the wholesale amendments made already by the Food and Drugs (Milk, Dairies and Artificial Cream) Act, 1950. Then there is the intensified muddle of the powers and duties of several Government Departments—namely, the Ministries of Food, of Health, of Agriculture and of Housing and Local Government. Further, much of the emergency legislation now in force—including some Food Standard Orders made under temporary powers—cries aloud to be made permanent. And, in addition, various doubtful questions under the existing law might well be resolved. In theory, consolidation Bills are not expected to bring about substantial amendments if these deal with matters of controversy. In practice, such amendments are sometimes made. This was the case when the Food and Drugs Bill of 1938—which was meant to be a consolidating statute—was before the Joint Select Committee of Lords and Commons. For example, a great change was then made, in the teeth of strong opposition, concerning the qualifications of a local authority to become a Food and Drugs Authority. It will not be surprising if the new Bill alters the existing law with respect to the powers of such Authorities to enforce statutory provisions of their own volition—without having to receive the formal consent of a Ministry. In the matter of food standards, while some may be included in an Act of Parliament, many others must obviously continue to be dealt with by statutory instruments. However much the Government may wish to abolish food rationing and control, it is clear that meat, bacon, butter and cheese must for some time remain rationed—and that some Department must continue to have powers to restrict and regulate the sale and composition of foods in short supply, as circumstances may from time to time render such regulation necessary and variable in its scope. Examples which will occur to everyone are sausages and other products containing meat; cream; ice‐cream and other products containing cream; eggs and articles containing them; with the ever‐present possibility of further control of milk and its products at certain seasons of the year. Among the doubtful points to be cleared up is one concerning the definition of meat. “ Meat ” in various statutes has widely different meanings. Recently, the Divisional Court has decided that in the Transport Act, 1947, which has a definition that “meat” means carcases (etc.) of animals, the definition does not cover fish. The Lord Chief Justice was careful to indicate that the Court was not deciding that “whalemeat” was outside the scope of the definition, and added that in the Transport Act “meat” might perhaps include rabbits, poultry and game. There are various decisions on record under other statutes. Thus meat was held in 1905 to be “ any kind of solid food”. In 1915, a Court held that ice‐cream may be meat, and in 1916 another Court ruled that ice‐cream is not meat. Still another difficult question presents itself under S. 14 of the Food and Drugs Act 1938, which requires the registration of premises under for the preparation or manufacture of potted, pickled or preserved food intended for sale, and lays down that “the preparation of meat or fish by any process of cooking shall be deemed to be the preservation thereof ”. Who can say whether for the purpose of this Section bacon is meat? A shopkeeper may find himself in possession of ham or bacon which shows signs of losing its sweetness. So he decides to boil it and sell it as cooked, in order to avoid waste of good food. Is it an offence if his premises are not registered under the Section? I have my own view on this, but do not express it because the whole thing is so doubtful and open to argument. Analysts' fees may perhaps come under consideration. If a private purchaser requires the public analyst to provide a certificate concerning an article said to contain various proportions of several vitamins, must the maximum fee remain at one guinea, as laid down in S. 69 (3) of the Food and Drugs Act? This can hardly be justified, in view of the recent announcement in the “ London Gazette ” that the fee of the Government Chemist for analysing referred samples under the Act is now raised to four guineas. There is hardly any limit to the amount of tidying‐up which might with advantage be tackled in a Food and Drugs Consolidation Bill.

Previous studies that examined the role of empathy and nonverbal immediacy on business-to-business (B2B) salesperson performance is limited in scope and yielded inconclusive evidence. Grounded in Plank and Greene’s (1996) framework of salesperson effectiveness, this paper aims to empirically investigate the mediating role of adaptive selling behavior through which empathy and nonverbal immediacy influence sales force performance and the form of empathy (cognitive or affective) that has the most beneficial role in improving relationship (versus outcome) salesperson performance.

Using cross-sectional data that were collected from 422 pharmaceutical sales representatives, this study used structural equation modeling to test the hypothesized relationships.

Adaptive selling behavior mediates the effect of perspective taking empathy and empathic concern on relationship performance. However, the impact of empathy on outcome performance is not significant through adaptive selling behavior, but perspective taking empathy has a direct influence on outcome performance. Contrary to expectations, nonverbal immediacy is not mediated by adaptive selling behavior but has a direct and positive impact on relationship performance.

The results of this study have several implications for recruitment, training and assessment of salespeople in a B2B context. Based on the empirical evidence, it is highlighted that firms may use different forms of empathy and nonverbal cues to promote adaptive selling behavior that impact sales force performance (i.e. outcome or relationship).

To the authors’ knowledge, this is the first study which simultaneously examines the mediating role of adaptive selling behavior in the relationship between three antecedent variables that relate to sales force empathy and nonverbal communication (i.e. perspective taking empathy, empathic concern and nonverbal immediacy) and two aspects of B2B sales performance (relationship and outcome).

Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these shortages are very real and quite severe.

This paper aims to investigate the optimum energy consumption of building atriums in hot, cold and dry climate zones in Iran.

This paper uses simulation software to analyze atrium design for energy saving in buildings and the effects of the energy saving process on the use of atrium in hot summer and cold winter zones in Iran. The buildings exhibit brick cavity concrete block plaster for wall, double-glazed alum frame for glaze, concrete slab on ground for flour and plaster insulation suspend for ceiling. This process is analyzed by choosing a suitable atrium for building energy efficiency in warmest session for warm weather conditions and the coldest session for cold weather conditions in Iran.

According to the analysis done using simulation software, with respect to the hot need prevention of direct and indirect solar energy and cold need absorption of direct and indirect solar energy, four-side atrium with total radiation incident of 2,506,027 and 69,613 W, radiation absorption of 902,795 and 29,057 W and radiation transmission of 297,118 and 4,201 W in hot summer and in cold winter are the best optimum selections.

The results of this research are useful for both building energy efficiency and producing a comfortable living environment in the future and will support new observations of how residential building developers can accept sustainable strategies to grow their overtaking in the Iranian construction market.

The history of academic inquiry into leadership as a discipline has yielded the unintended consequence of compounding confusion and perpetuating the myth of leadership as mystical. This paper takes that acknowledgement and inquires into the past and future of leadership theory development from a systemic perspective to define the concept, propose an initial framework in which literature and inquiry may be framed, and offer a curriculum for leader(ship) training and development. Three aspects are proposed – requisite, fantasy, and requisite fantasy. This paper suggests the latter is the most appropriate and defines leadership as a binding strange attractor to social patterns. Upon this definition, this paper proposes an initial framework of six elements and six relationships for assimilating and re-organizing the literature, prescriptions, and speculations surrounding the discipline. Lastly, this framework serves to propose a curriculum for advancing the practice of leadership through training, development, and education.

EVERYONE interested in the British library movement will learn with sorrow and regret that one of its greatest friends and strongest champions has passed away, in the person of Thomas Greenwood, the kind‐hearted and generous advocate of libraries, who won the respect and regard of every English libiarian. From one of his own periodicals the following particulars are abstracted:—

Drawing on resource‐advantage theory and a diverse literature base, this article seeks to further the development of the explanatory foundations of relationship marketing theory by proposing, and then providing, tentative answers to three “why?” questions in relationship marketing: why is relationship marketing so prominent now? Why do firms and consumers enter into relationships with other firms and consumers? Why are some efforts at relationship marketing more successful than others?

Before addressing the three questions, the paper begins by discussing the different forms of relationship marketing.

Although relationship marketing is a relatively young field of inquiry, relationship marketing theory is an extremely rich area of research. Relationship marketing can take many forms and, as a result, relationship marketing theory has the potential to increase one's understanding of many aspects of business strategy.

The answers to the three questions in this paper provide a strong foundation for the further development relationship marketing theory and are useful for both relationship marketing theorists and practitioners.

As relationship marketing theory and practice are developed further, the authors hope that the article will provide useful guidance to those involved. From a marketing theory standpoint, the eight kinds of factors provide guidance to researchers exploring the many forms of relational marketing. For practitioners, they provide a useful framework for evaluating extant relationship marketing strategies and for developing future strategies.

The aim of this paper is to illustrate that the operant resource perspective of the service-dominant (S-D) logic can explicate how operant resources can influence relationship marketing (RM) strategy success.

After a brief discussion of the operant resource perspective of the service-dominant (S-D) logic, the paper reviews relationship marketing literature to identify and explore specific operant resources that can influence relationship marketing success.

This paper identifies several operant resources that have been empirically verified to have positive influence on relationship marketing success and several other operant resources that need further conceptual and empirical investigation.

The operant resource perspective of relationship marketing strategy and the operant resources identified in this paper provide the foundation for theory development and managerial practice.

Mr W. Masterton has been appointed Deputy Chairman of British Aircraft Corporation (Operating), Mr J. E. Armitage becomes Commercial Director, Mr T. B. Pritchard, Financial Director, and Mr W. A. ummers Assistant Managing Director (aircraft), Mr A. W. E. Houghton relinquishes the office of Managing Director of British Aircraft Corporation (Weybridge) but continues as Chairman; Mr G. E. Knight is appointed Managing Director; and Mr V. A. Summers relinquishes his seat on the Board nd his responsibility for the Hum factory. Mr E. E. Marshall, Mr E. S. Allwright, Mr D. J. Lambert, Mr H. Smith, and Mr E. L. Beverley have been ppointed Directors. Lord Caldecote relinquishes the osition of Managing Director of British Aircraft Corporation (Guided Weapons) but continues as Chairman; Mr G. R. Jefferson is appointed Managing Director.