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THE Conservative Government elected on June 18th last has lost no time in putting into practice its avowed principle of reducing direct taxation. Late in July it flew a kite through an inspired leak showing that it intended to save millions on education, one small part of which would be £10 million, purporting to be “saved” by making readers pay for books borrowed through public libraries. First indications of this were in a story included in The Guardian, Daily Telegraph and other papers, and as this story was not denied by the Government, the Library Association thought it proper to issue a press statement immediately, with the message that the Association was totally opposed to the introduction of such charges.

In 1840 the ancient city of Brechin was the kind of community which was ceasing to be important. It was a market town of some 6000 people set in the fertile countryside of Angus in North East Scotland. During the Age of Improvement market towns had become wealthy by selling hitherto novel and expensive goods and services to the surrounding countrypeople who purchased them with the profits of capitalistic agriculture. Now the initiative was slipping away to cities like nearby Dundee and the emergent industrial centres of the central belt of Scotland. Nevertheless the town had a flax mill, a bleachfield, several linen works and two distilleries. There was also work for nine ministers, nine lawyers and nine doctors. The ministers and lawyers were particularly important: the former propounded rival arguments about church government, the latter formalised and interpreted the resulting conflicts. Their part in this cameo of library history calls for some explanation.

Describes work currently being done by the Leeds Metropolitan University (LMU) in action‐based learning and its use in the development of graduates and regional industry. Examines a pilot scheme – the Company Associate Partnership Scheme (CAPS) – which aims to increase the employment of graduates within small businesses. This, it is hoped, will enable companies to introduce strategic change projects. Includes observations of LMU associates, companies involved, academic institutions and the Department of Trade and Industry. Concludes that the greatest challenge for associates is managing the integration of academia and industry to form a learning partnership.

The Open University's multi‐media approach to teaching has been judged one of the most important innovations ever in the British educational system. Open learning allows individuals to learn in their own place and time and at their own pace, and to learn quickly away from work and in a way that relates to their work. The Open University's approach to open learning, course material, tutorial contribution and assessment and qualifications are described. The benefits of accessibility, quality, relevance, flexibility and cost effectiveness are discussed. An outline of the “Effective Manager” course is given.

Donal F. Downing chief executive — Airline Services, Aer Lingus, has been appointed chairman of Airmotive Ireland Ltd., to succeed Capt. R.N. White. Airmotive Ireland, which provides jet engine maintenance services worldwide, was set up in 1979, at Rathcoole, Co. Dublin, and has airline services in 33 countries.

The objective of this paper is to investigate how design variables – specifically spatial arrangements and adjacencies (which are termed “place”) – can be best deployed to improve working practices (which are called “process”) in order to help creative organisations to enhance the performance of working groups (i.e. support managerial purpose).

Observations of space use over time and questionnaires eliciting participants' opinions on the impact of the new spatial arrangements on working methods were used in two healthcare companies to study the outcomes of pilot projects.

The managerial objectives in both companies were to create working environments that could be used to stimulate interaction within and between diverse disciplines brought together to develop new healthcare products. Significant benefits were reported, particularly improved accessibility and collaboration within and between working groups – an important conclusion is that no individual design feature was responsible for the changes but rather the weaving together of place and process in pursuit of managerial purpose.

The interaction of purpose, place and process has led one to conclude that methods dependent on limiting variables and controlling contexts are not appropriate for studying relationships between environment, productivity and user satisfaction. The synoptic, multivariate and interventionist Harvard Business School case study method may be more appropriate.

Environmental variables are far from being irrelevant to achieving improvements in organisational performance in creative organisations. However, context, purpose and process must also be taken into account.

The purpose of this paper is to emphasize the multi-ethnic marketplace as the site of the emergence of service nepotism: the practice where employees bestow relational benefits and/or gifts on customers on the basis that they share a perceived common socio-collective identity. The authors draw on the contemporary turn to practice in social theory to explore why ethnic employees may engage in service nepotism even when they are aware that it contravenes organizational policy.

Given the paucity of empirical research which investigates the multi-ethnic marketplace as a locus for the emergence of service nepotism, the authors adopted an exploratory qualitative research approach to advance insight into service nepotism. The study benefits from its empirical focus on West African migrants in the UK who represent a distinct minority group living in urban areas of the developed world. Data for the study were collected over a six-month period, utilizing semi-structured interviews as the primary method of data collection.

The research highlights the occurrence and complexities of service nepotism in the multi-ethnic marketplace, and identifies four distinct activities (marginal revolution, reciprocal altruism, pandering for recognition, and horizontal comradeship), that motivate ethnic employees to engage in service nepotism, despite their awareness that this conflicts with organizational policy.

By virtue of the chosen theoretical lens, the authors were unable to demonstrate how service nepotism could be observed outside spoken language. Also, care should be taken in generalizing the findings from this study given the particularities of the sub-group involved. For example, since the study is based on a small sample of first generation migrants, the findings may not hold true for their offspring, whose socialization and marketplace experiences may be qualitatively different from those of their parents.

Service nepotism challenges fundamental western egalitarian ideals in the multi-ethnic marketplace. Organizations may wish to develop strategies to placate observers’ concerns of creeping favouritism in a supposedly equitable marketplace. The research could also serve as a starting point for managers objectively to assess the likely impact of service nepotism on the organizing value systems and competitiveness. In particular, the authors suggest that international marketing managers would do well to look beneath the surface to see what is really going on in international marketplaces, since ostensible experiences of marketplace consumption may not always reflect underlying reality.

By using service nepotism as an analytical category to explore the marketplace experiences of ethnic service employees living and working in industrialized societies, the research shows that the practice of service nepotism, whilst taken for granted, can have far-reaching impact on individuals, observers, and service organizations in an increasingly highly differentiated multi-ethnic society.

To explore the experience of a key member of the UK equalities policy‐making elite, interrogating her shift from activist to top‐ranking equalities professional. To focus attention on the under‐explored area of lesbian, gay bisexual and transgender equalities work.

The interview is prefaced with a critical commentary on current UK equalities policy, contextualising the interview discussion, which links personal and collective histories and provides a comparison of equalities work over time.

Angela Mason, while top‐ranking civil servant, continues to claim the label activist. Like a variety of other equalities workers she uses multiple tactics to appeal to different constituents at different times and in different contexts.

This is an interview with one of the key protagonists in the development of UK equalities policies over the last 30 years. It is unique in its focus on the current overhaul of UK equalities policy from an “insider” and in its timing at the interim point of this reorganisation (October 2006).