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Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

A collection of essays by a social economist seeking to balance economics as a science of means with the values deemed necessary to man′s finding the good life and society enduring as a civilized instrumentality. Looks for authority to great men of the past and to today′s moral philosopher: man is an ethical animal. The 13 essays are: 1. Evolutionary Economics: The End of It All? which challenges the view that Darwinism destroyed belief in a universe of purpose and design; 2. Schmoller′s Political Economy: Its Psychic, Moral and Legal Foundations, which centres on the belief that time‐honoured ethical values prevail in an economy formed by ties of common sentiment, ideas, customs and laws; 3. Adam Smith by Gustav von Schmoller – Schmoller rejects Smith′s natural law and sees him as simply spreading the message of Calvinism; 4. Pierre‐Joseph Proudhon, Socialist – Karl Marx, Communist: A Comparison; 5. Marxism and the Instauration of Man, which raises the question for Marx: is the flowering of the new man in Communist society the ultimate end to the dialectical movement of history?; 6. Ethical Progress and Economic Growth in Western Civilization; 7. Ethical Principles in American Society: An Appraisal; 8. The Ugent Need for a Consensus on Moral Values, which focuses on the real dangers inherent in there being no consensus on moral values; 9. Human Resources and the Good Society – man is not to be treated as an economic resource; man′s moral and material wellbeing is the goal; 10. The Social Economist on the Modern Dilemma: Ethical Dwarfs and Nuclear Giants, which argues that it is imperative to distinguish good from evil and to act accordingly: existentialism, situation ethics and evolutionary ethics savour of nihilism; 11. Ethical Principles: The Economist′s Quandary, which is the difficulty of balancing the claims of disinterested science and of the urge to better the human condition; 12. The Role of Government in the Advancement of Cultural Values, which discusses censorship and the funding of art against the background of the US Helms Amendment; 13. Man at the Crossroads draws earlier themes together; the author makes the case for rejecting determinism and the “operant conditioning” of the Skinner school in favour of the moral progress of autonomous man through adherence to traditional ethical values.

Dr W.A. Shewhart, “founder” of the modern quality movement and inventor of the control chart, was greatly influenced by the pragmatist philosopher, C.I. Lewis. However, Lewis's influence is less clear. Shewhart did not refer to Lewis in his 1931 book and it was not until the 1939 publication of his lectures that we find references to Lewis. While Shewhart's work has been read and understood by statisticians, this paper argues that to fully understand his work, one needs a background in philosophy of science. To make the point, this paper uncovers similarities between Lewis's pragmatism and Shewhart's invention of the control chart. Not least is a theory of prediction. The paper concludes that Shewhart had formed the core of his theory before reading Lewis, and that Mind and the World Order (Lewis, C.I., Mind and the World Order: Outline of a Theory of Knowledge, Dover Publications, New York, NY, 1929) provided a convenient post hoc rationalisation. The basis for a theory of management by prediction is a significant outcome of this paper.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Books are among the most diverse products of our civilization. They combine a simple technology with the complexity of human thought to provide knowledge, insight, and entertainment. But little is known about why people use books the way they do. This article is a thought experiment, like Einstein's train, which will consider part of this question. It will develop a model of the costs to people when they buy or borrow books. The underlying premise is that librarians, booksellers, and publishers do not have a clear understanding of the costs—especially the cost of time—involved in using their services. Their successes tend to be the result of trial and error.

W. Edwards Deming, famous for his work with the Japanese following the Second World War, had a unique set of theories and approaches that were clearly his own. While much has been written about his experience and views, this article will focus on those individuals who made a significant impact on the formation of his views during the 1920s and 1930s and what he gained from each of them. Walter A. Shewhart was clearly the individual who had the most profound influence on Deming’s views and subsequent approaches to quality. But more than an influence, Shewhart was Deming’s mentor. Others who influenced Deming during this period include: Clarence Irving Lewis, Sir Ronald A. Fisher, and Jerzy Neyman. Those who wish to understand Deming’s theories can gain from studying Deming’s experience and views. In addition, a more detailed understanding of Deming can be gained by also studying the work and theories of those who influenced him.

According to Truth the War Office has selected Mr. C. C. DUNCAN, F.I.C., the Public Analyst for the County of Worcester, for a special post, in which “ he will be responsible for the examination of the water supply for the troops.” “It might be supposed,” our contemporary observes, “that the services of this scientific expert would be worth at least the pay of a Captain. The War Office thinks differently. It is giving Mr. Duncan the pay of a private soldier, a piece of parsimony in no wise excused by the fact that the difference between his military pay and his regular salary will be made up by the Worcestershire County Council.” It appears that MR. DUNCAN has been selected for the post in question on the recommendation of a body described by Truth as “ The Institute of Analysts.” As no such body exists we presume that either the Institute of Chemistry or the cumbrously‐named “ Society of Public Analysts and Other Analytical Chemists” is referred to. It would be interesting to know what the Councils of either or both of these concerns have got to say about the treatment of this member of the profession which they are supposed to represent and whose dignity and interests they are supposed to maintain. The monstrous advertisement issued by the Woolwich Arsenal authorities about a year ago in which scientific chemists with University degrees were invited to apply for appointments at the munificent remuneration of £2 per week is a sufficient illustration of the value put upon scientific attainments by Government Departments in this country. But even this example of fatuous ignorance and inane parsimony has been eclipsed by the present arrangements for the employment of scientific chemists in the Royal Engineers, in which they are invited to enlist with the rank of Corporal and with Corporal's pay and “allowances.” The sulphuric acid scandal recently exposed by The Globe makes it once more abundantly clear that where scientific advice even of an elementary kind is needed no attempt is made to obtain reliable guidance. The wrong people are invariably applied to for advice and the wrong men are appointed to fill responsible posts. The following remarks appear in The Globe of September 23rd :—“We have evidence of the incompetence of the High Explosives Department which thought it fitting to appoint as the comptroller of the shipment of oleum” (i.e., a form of sulphuric acid shipped from America) “a young man, wholly inexperienced, at a handsome salary, his only qualification apparently being that he was the son of his father. This young man was completely ignorant of the properties of oleum. His first introduction to the acid was when he was called upon to advise as to the best method of shipment.” According to the facts stated in The Globe the result of this bungling has been a loss of some hundreds of thousands of pounds to the taxpayers of this country.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

“All things are in a constant state of change”, said Heraclitus of Ephesus. The waters if a river are for ever changing yet the river endures. Every particle of matter is in continual movement. All death is birth in a new form, all birth the death of the previous form. The seasons come and go. The myth of our own John Barleycorn, buried in the ground, yet resurrected in the Spring, has close parallels with the fertility rites of Greece and the Near East such as those of Hyacinthas, Hylas, Adonis and Dionysus, of Osiris the Egyptian deity, and Mondamin the Red Indian maize‐god. Indeed, the ritual and myth of Attis, born of a virgin, killed and resurrected on the third day, undoubtedly had a strong influence on Christianity.