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This paper is a summary of the work which the Foundry Industry Training Committee has undertaken in its manpower forecasting activities. It considers the objectives of manpower forecasting and puts forward a sociological definition of manpower planning. Following this, there is a resume of the information system. The use of this system is then examined in terms of short‐term measures, while the latter part of the paper discusses the long‐term research work.

In the past, leadership scholars have tended to focus on leadership as a force for good and productivity (Ashworth, 1994; Higgs, 2009; Padilla, Hogan, & Kaiser, 2007). However, recently attention has been given to the ‘dark side’ of leadership (see Higgs, 2009; Judge, Piccolo, & Kosalka, 2009). The aim of this chapter is to explore dark leadership from the perspective of the narcissistic leader using a fictional character from a popular film.

Using the Diagnostic and Statistical Manual of Mental Disorders, 4th edition, 1994 (DSM-IV) (American Psychiatric Association, 2000) as an operational definition of narcissistic personality disorder we explore the psychology of the narcissistic leader through a fictional character study in a popular film.

We have created a psychological profile of a narcissistic leader which identifies specific behavioural characteristics within a toxic organizational culture.

This study has implications for employees within any organizational culture. It is significant because it can illustrate how dark leadership can impact negatively within organizations.

The use of actual living persons on which to base case study material in the study of dark leadership is problematic and constrained by ethical issues. However, the use of characters in fiction, such as contemporary film and drama, represents an excellent source of case study material. Given that little empirical works exists on narcissistic leaders and leadership, the chapter adds originality and value to the field.

This paper considers the following issues for developing an industry manpower strategy: an idea of the national system that exists for implementing a manpower strategy, the main questions arising from the strategy, and a definition of manpower planning; from this, the information and analysis techniques used to identify the strategy are derived. The first application produces a manpower picture of the foundry industry. For company manpower planning the paper describes a manpower model of a company, and how the relationship between the activity and employment patterns of foundries was investigated. The industry findings are verified by company manpower planning investigations using the same information and techniques. The conclusions discuss some of the strengths and weaknesses of using this approach.

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.

ANY TIME YOU can buy a hardback Walden in good condition for sixty‐five cents, you should grab it. And so I did. Thoreau would have approved, for I contemplated just what sixty‐five cents was and whether I was likely to find another Walden for less. I set it to one side for further consideration while I browsed through other volumes in the little bookshop on 40th Street in Philadelphia. Here was a Proust for ninety cents, here was Billy Budd, here was an old edition of Hawthorne. The Proust, however, staggered under the weight of heavy inky under‐scorings; I already had a copy of Billy Budd; and the Hawthorne, I knew, existed in much better editions. Later there was a tempting French dictionary and an interesting cache of history books, but one by one Walden vanquished all comers. By the end of the afternoon it was the only possible purchase.

This article aims to examine a value creation model employed by Macquarie Bank, a worldwide leader in private infrastructure finance. The Macquarie case is interesting because the firm has internationalized by developing a unique market expertise; transformed this expertise into a set of core capabilities; and leveraged both of these components within a structure of corporate entrepreneurship. As such the Macquarie case may offer a new hybrid model for financial services globalization. However, the turbulent events surrounding the sub‐prime crisis have shown the limits of the model and raise questions about the sustainability of strategies that use leveraging as a central component.

This is a detailed case study which employs close reading and analysis of secondary data, primarily corporate documents, academic articles and press interviews and reports about the firm.

Macquarie offers a unique blend of niche marketing and international scale operations. The replicability of its strategy by others is unclear, although some general lessons can be drawn. Some of these are cautionary given the risks inherent in the bank's approach.

The Macquarie experience suggests that inefficiencies in financial markets have been much more common than orthodox financial theory suggests since the firm has advanced by identifying and exploiting such inefficiencies. At the same time, there is the question of what the firm does as these inefficiencies become exhausted.

There have been few academic studies of the Macquarie business model. This article is one of the first.

Summarizes the most important principles of concurrent engineering [CE] and computer integrated manufacturing [CIM]. Discusses system data flow and IDEFo diagrams used as graphical descriptions of the engineering process. Introduces a software package called CIMpgr. Concludes that CIM addresses the total information requirements and management of a company from the development of a business plan through to the shipment of a product and the follow‐up support.

THERE ARE few controversies which have dragged on so long as ‘Public Lending Right’ (PLR). Originally put forward in 1951 as ‘Brophy's penny’ the controversy has raged ever since. The late Sir Alan Herbert devoted the later years of his life to it. Bills got as far as Parliament and were then talked out. The details of this unhappy story are well known, especially to the sufferers, the authors.