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An increase in dietary fibre intakes and decreased intakes of fat, particularly saturated fat, as well as sugar and salt are recommended in the NACNE Report. If these recommendations are followed, increased intakes of starch will be required to maintain the calorific value of the diet. Implementation of these recommendations in the schools' home economics curriculum involves changes in both the theoretical science taught and in the recipes used.

This article concerns a study with the purpose of identifying differences in the management of quality between manufacturing, private service and public service organisations. A questionnaire was sent to members of the Swedish Association for Quality. Some interesting differences were identified. Customer orientation is highest in the private service sector and lowest in the public service sector. The manufacturing companies’ usage of ISO 9000 is extremely high and their usage of the Swedish Quality Award is fairly low whereas the public service organisations use both these two models equally. This corresponds with the finding that ISO 9000 produces better results in the manufacturing sector whereas The Swedish Quality Award produces better results in the service sector. Generally, the indication is that quality management is most successful in the manufacturing sector and least successful in the public service sector. There is also a difference in that improvements in the manufacturing sector are more often about the processes whereas the organisations within the public service sector more often report improvements regarding personnel.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

The purpose of this paper is to provide a historical account of organizational citizenship behavior (OCB) based on the existing literature.

The paper performs keywords search of published articles from 1930 to 2017 in widely used research databases.

The historical review shows that the OCB, as a field of study, was slow to develop. Although it has been introduced in the late 1970s and officially defined in the 1980s, its origins can be traced back to the 1930s. Despite this, OCB is generally regarded as a relatively new construct and has become one of the biggest subjects studied in the literature. OCB has reached far and wide into the business and management domains, supporting the fact that the well-being employees and their behaviors can greatly affect organizations’ effectiveness and performance. Having been the topic of a significant number of studies, there have been inconsistent research findings regarding the concepts. Furthermore, some concepts have been noted to overlap, with several scholars using different terms for essentially similar concepts.

The advent of technology and globalization has greatly affected organizations today which resulted in increased competition in the global business. Firms have started to look into the behavior exhibited by employees as a means of achieving competitive advantage, such as OCB. Voluminous works have been conducted regarding the study of OCB; however, none have been recorded to make an in-depth exploration of when and how it first surfaced. Since its official introduction, explorations regarding OCB have dramatically increased, most especially in the twenty-first century. Unfortunately, this has resulted in an increasing difficulty to keep up with the theoretical and empirical developments in the literature. As interest in OCB continues to grow, coherent integration of the concept becomes progressively more complex and necessary. This paper looks into the chronological evolution of the OCB, giving precise details of its development from the time it was first conceptualized up until the present wherein OCB has been used to indicate organizational effectiveness and performance.

In this study, the effects of the different models and tools of quality management are examined. The purpose is to identify differences in the effects generated by different quality management models and tools.

A questionnaire was mailed to 500 Swedish quality professionals. The questions concerned their companies' adoption of the values of TQM, the use of the models and tools of TQM and the effects they notice. Correlation analysis and multiple regression analysis were carried out.

The findings show that there is statistical correlation between the adoption of the values of TQM and successful quality management. The usefulness of the Swedish Quality Award, the European Quality Award and ISO 9000 as well as several of the quality management tools is also indicated. Regarding ISO 9000 specific effects have been found.

A limitation of the study is that the financial outcomes of the quality management practices are not measured but only the managers' perceptions of effects produced. The implication for further research is an increased knowledge of the different effects of the quality management practices and the significance of the values, particularly three values that were included in the multiple regression models.

The specific findings on the effects of ISO 9000 are useful for managers when implementing the standard. The results of the study also indicate the importance of emphasising the values for successful quality management.

This study has provided more detailed knowledge of the effects of the different quality management practices, particularly of ISO 9000.

This article departs from Mintzberg's framework in which five different organisational configurations are defined. The purpose of the study has been to identify and describe the differences between organisations of different configurations to determine the way that quality management is used and the effects that are produced. The research population comprised the members of the Swedish Association for Quality. A questionnaire was mailed to 500 members. The questions concerned the values, models and techniques of quality management as well as the outcomes and the difficulties in using these models and techniques. The results show that the differences between the configurations are limited. Two of the more important differences are that systematic quality management is less used in the adhocracy configuration and that the effect of increased participation is more seldom seen in the professional bureaucracy configuration. On a general basis, it is also noted that the use of quality models and tools is rather infrequent and the value of committed leadership is highlighted.