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Trauma-focussed cognitive-behaviour therapy (TF-CBT) is the most effective treatment for post-traumatic stress disorder (PTSD). Individuals who present with complex PTSD are among the most complex and challenging patients seen by intellectual disability psychology and psychiatry services. The purpose of this paper is to study TF-CBT intervention for people with intellectual disabilities and complex PTSD.

Three groups of adults with intellectual disabilities (ID) presenting with complex PTSD (n=3, n=5 and n=4) were treated using a 12-week manualised intervention adapted from a procedure routinely used in adult mental health services. Participants completed the Impact of Event Scale as adapted for people with intellectual disabilities (IES-ID) before and after the intervention, and interviews conducted to ascertain their experiences of the group were analysed using interpretative phenomenological analysis (IPA).

The ten participants who completed the intervention showed a 27 per cent decrease in median Impact of Event Scale Intellectual Disabilities scores, equivalent to a medium effect size (d=0.50). Five themes were identified from the interviews: being listened to; it is nice to know you are not the only one; being in a group can be stressful; the importance of feeling safe; achieving and maintaining change. Participants also provided constructive feedback to promote improvements to the manual.

A feasibility study followed by methodologically robust clinical trials is now needed to establish the effectiveness of the intervention and its utility in clinical practice.

This small study has confirmed the potential of TF-CBT as an intervention for extremely vulnerable individuals with ID who present with complex PTSD.

The findings indicate that a group intervention is both feasible for and acceptable to adults with ID.

To date, no study has investigated the effectiveness and feasibility of a TF-CBT group intervention for adults with mild ID.

John Prescott's admission to suffering from bulimia is just one example of an increasing trend for older people being diagnosed with eating disorders. Frances Taylor from the British Dietetics Association's Nutrition Advisory Group for Elderly People explores some of the reasons why this might be the case.

Among leaders of the French Socialist Movement, Albert Thomas (1878‐1932) was one of the few steady supporters of scientific management. The purpose of this paper is to describe how Thomas developed his ideas about advanced management thought and practice during and after World War I.

The paper makes extensive use of published and unpublished primary sources preserved at the Archives nationales, Paris, at the Bureau International du Travail (BIT), Geneva, and at Smith College, Northampton, MA.

Thomas's reformist ideology first stood the test during World War I when he served as minister for munitions for France. After the International Labour Organization had entrusted him with the directorship of the BIT, Thomas helped to create the International Management Institute (IMI) as a center for the collection and dissemination of advanced management thought and practice. During the Great Depression of the 1930s, the rationalization movement fell into disrepute. Like some progressive members of the Taylor Society, Thomas identified scientific management increasingly with concepts of socioeconomic planning and international cooperation. Nonetheless, the intellectual tide turned against his reformist creed. Having lost the support of its American sponsors, IMI closed its doors in January 1934, only about two years after Thomas's unexpected death.

The paper tries to show how one of the most brilliant French politicians of the last century developed and applied his theories‐in‐use about scientific management under changing historical circumstances.

This paper explores how great ideas become “great works”. The paper explores the process used by Frederick Taylor to “spread the gospel” of scientific management – one of management's great works. The paper takes this example, dissects it and applies current theory and models to explain how the concept of scientific management was created, refined, disseminated and ultimately used throughout the world in diverse industries and both public and private organizations. Ideas must be created, tested, evaluated, modified, and put back through the process of what Nonaka and Takeuchi call the “spiral of knowledge”. Once an idea becomes great, it needs an evangelist to spread the good word – this person is a knowledge activist. The knowledge activist uses his/her social networks to reach a wide variety of groups. This illustration and explanation demonstrates that both academia and the popular press are essential for great works to happen.

The purpose of this paper is to explore the empirical reality of environmental scanning (ES) practices in sustainable supply chain management (SSCM) contexts. In particular it tests a conceptual framework proposed in 2011 by Fabbe-Costes et al.

The empirical data for this research were obtained from 45 semi-structured interviews with key informants, combined with a discussion of the main results with a focus group of supply chain experts. These data are compared with the literature and brought to bear on the framework.

The research finds both breadth and depth in the scope of sustainability scanning practices of the respondent group and provides evidence of multi-level scanning, with all respondents describing scanning activity at the societal level. It further demonstrates the adoption of multiple and diverse scanning targets at all levels in the conceptual framework. The articulation and ranking of scanning targets for SSCM at all levels informs the development of priorities for practice. The paper also makes some observations about the boundaries of the scanning process.

The results provide managers with concrete guidance about what to scan in sustainable supply chain contexts. The validated framework can serve as a practical tool to assist managers with the organization and prioritization of their ES activities.

The paper is among the first to address the role of ES in sustainable supply chain contexts. It highlights the need for a multi-level framework for such scanning activities and opens up a debate about their implementation.

Examines the applicability of total quality management (TQM) to education and summarizes its underlying theory and principles. Discusses the relationship between quality assurance and total quality management with reference to ISO 9000. Aligns educational institutions with a service organization model and outlines the resultant implications for the development of a TQM initiative. These issues include the expansion of the internal supplier/customer concept, a greater focus on the marketplace, the identification of customers, the pursuit of continuous improvement and the strengthening of feedback linkages from the environment. Mentions potential problems with the adoption of such service sector models in the context of scholarship, individuality and the team ethos, and the commercial quality terminology of “zero defects” and “right first time” thinking. Concludes that educational institutions are likely to reap significant benefits from an appropriate implementation of TQM, provided that there is considerable planning, management commitment, culture change and a long‐term perspective which goes beyond the next AGM.

The purpose of this paper is to deliberate the system reliability of a system in combination of three subsystems in a series configuration in which all three subsystems function under a k-out-of-n: G operational scheme. Based on computed results, it has been demonstrated that copula repair is better than general repair for system better performance. The supplementary variable approach with implications of copula distribution has been employed for assessing the system performance.

Probabilistic assessment of complex system consisting three subsystems, multi-failure threats and copula repair approach is used in this study. Abbas Jubrin Bin, V.V. Singh, D.K. Rawal, in this research paper, have analyzed a system consisting of three subsystems in a series configuration in which all three subsystems function under a k-out-of-n: G operational scheme. The supplementary variable approach with implications of copula distribution has been employed for assessing the system performance. Based on computed results, it has been demonstrated that copula repair is better than general repair for system better performance.

In this analysis, four different cases of availability are analysed for Gumbel–Hougaard family copula and also four cases for general repair with similar failure rates are studied. The authors found that when failure rates increase, the system availability decreases, and when the system follows copula repair distribution, the system availability is better than general repair.

This research may be implemented in various industrial systems where the subsystems are configured under k-out-of-n: G working policy. It is also advisable that copula repair is highly recommended for best performances from the system. On the basis of mean time to system failure (MTSF) computations, the failure rate which affects system failure more needs to be controlled by monitoring, servicing and replacing stratagem.

This research work has great implications in various industrial systems like power plant systems, nuclear power plant, electricity distributions system, etc. where the k-out-of-n-type of system operation scheme is validated for system operations with the multi-repair.

This work is a new work by authors. In the previously available technical analysis of the system, the researchers have analyzed the repairable system either supplementary variable approach, supplementary variable and system which have two subsystems in a series configuration. This research work analyzed a system with three subsystems with a multi-repair approach and supplementary variables.

Examines the emerging ideology of total quality management and summarizes its implications for further and higher education institutions (FHEIs). Rather than prescribing a set of generic implementation steps, it is suggested that there are other, more significant factors to be considered. These factors are related to the context in which the initiative takes place rather than where it should begin. Discusses four necessary issues, namely, the removal of abstraction from the concept of quality in further and higher education, organization‐wide understanding of customers and their perceptions, the importance of assessing the current quality level and the need for strategic quality planning. Also cites classical organizational facets such as structure, culture, human resource management and leadership among the determinants of TQM success. Concentration on these key matters attenuates the importance of the method of implementation. Argues that to disregard these prerequisites for success is to risk long‐term damage to the organization and considerably reduce the likelihood of sustained and self‐generating organizational improvement. Concludes by questioning the real levels of commitment which exist in FHEIs at present.

Examines the emerging paradigm of total quality management and summarizes its implications for higher education. Rather than prescribing a set of generic implementation steps, suggests that there are other, more significant, factors to be considered related to the timing of the initiative rather than where it should begin. Discusses four necessary issues: the removal of abstraction from the concept of quality in higher education; organization‐wide understanding of the customer; the importance of assessing the current quality level; and the need for strategic quality planning. Also cites classical organizational facets such as structure, culture, human resource management and leadership as being among the determinants of TQM success – concentration on these key matters attenuates the importance of the method of implementation. Argues that to disregard these harbingers of success is to risk long‐term damage to the organization and considerably reduce the likelihood of sustained and self‐generating organizational improvement.