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A project to determine employee development needs of Plymouth Polytechnic and Derriford Hospital NHS senior technicians revealed employer and employee variance in opinions over desired managerial competences. Job analysis through the use of time diaries permitted construction of a detailed description of current job roles for both organizations. This information was then used to research the views of senior technicians on how their performance could be enhanced through provision of an employee development programme. The study validated the capability of the time diary technique to generate detailed, quantitative information on job role activities. Variance in the training needs for the two organizations was identified. In the case of NHS technicians it was possible to define areas where provision of a new training scheme would be beneficial. Their counterparts in higher education revealed a much lower degree of interest in the provision of external assistance to develop further their managerial skills. Concludes that the Polytechnic would need to implement structural changes to the work environment before introducing any new training schemes for technical staff.

Over the last two decades the UK Government has massively expanded support for SME sector firms. Two important elements of this expansion have been the funding of intervention by commercial consultants and the provision of training schemes covering start‐ups, owner‐manager development and employee skills acquisition. Argues that a fresh approach is required which ensures embedding of the concept that firms should be more self‐responsible and continually strive to find ways of enhancing their performance. This view then permits one to posit the idea that the introduction of organisational learning into the SME sector is a highly attractive proposition. However, the majority of espoused theory is based on application of the concept in large firms moreover, there is very limited empirical research that supports the fundamental assumption that organisational learning contributes towards enhancing performance. Research to determine whether identifiable relationships exist between the performance of the firm, the learning mode of the organisation and organisational competence does not provide clear statistically significant relationships and further work is clearly needed. A grounded theory approach was adopted for developing an organisational learning programme for small firms. Preliminary results indicate the approach offers significant advantages over the classic, external intervention driven support models currently in common use among TECs and business links.

Reviews the use of and evaluations of OMD by a number of large employers and suggests a framework for the evaluation of outdoor management development (OMD). In a questionnaire survey of large organizations it was found that current users of OMD feel that it is an effective part of their management development programmes and that these firm beliefs in the benefits for personal, team and leadership development are used as justification to continue to use the outdoors as a medium for enhancing their management development programmes. What was not clear was how such conclusions were arrived at other than through anecdote and intuition. Argues that more detailed systematic research using a range of techniques is required in order to investigate the claims of current users and the views of non‐users.

Discusses a project which aimed to determine the employee development needs of Plymouth Polytechnic and Derriford Hospital NHS senior technicians. Using the time diary approach, it revealed employer and employee variance in opinions over desired managerial competences and variance in the training needs for the two organizations. In the case of NHS technicians it was possible to define areas where provision of a new training scheme would be beneficial. Their counterparts in higher education revealed a much lower degree of interest in the provision of external assistance to develop their managerial skills further. Concludes that the Polytechnic would need to implement structural changes to the work environment before introducing any new training schemes for technical staff.

It is increasingly the case that within the academic literature, firms seeking to survive in rapidly changing and/or highly competitive markets are being advised to consider adopting an organisational learning philosophy as a strategy through which to develop new approaches to delivering greater customer value. This view is apparently shared by the UK Government, which has incorporated the concept of Lifelong Learning into its small firms support policy. This is despite the fact that to date in the academic literature, there is only limited anecdotal evidence of the positive contribution that organisational learning can make to enhancing the performance of firms. Surveys of small firm advisors and small manufacturing firms were undertaken. These surveys revealed significant differences of opinion between advisors and owner/managers over the need to utilise organisational learning to upgrade management practices. This survey also revealed that small firm advisors perceive most of their client firms as exhibiting a lower‐order learning style. The implications of these findings are discussed. A pilot scheme to embed a learning philosophy into SME sector is described and proposals presented on the needs for further research.

IT is well known that war gives a great impetus to development in many fields, not least of which is that of aircraft propulsion. Such was the case in World War II, when great strides were made, but it is interesting to note that the pace has hardly slackened in the years following its conclusion. This is perhaps because of the ‘cold’ war which took its place, or perhaps because the introduction of jet propulsion has stimulated thought and action in realms beyond the dreams of the piston engine era. Whatever the cause, the results are apparent and this is a suitable moment to look back and measure the progress of the past seven or eight years.

REPERCUSSIONS of the Margate Conference will be felt for some time to come. There is still the suggestion that one or the other side won in the debate on central control, for example, but we would suggest that it was an occasion when a case was stated and combatted and that the result was the only wise one; that is to say, both parties agreed that the Council should consider the matter. It would be in the highest degree dangerous if at any open meeting of over 1,000 members of the Library Association any policy, then for the first time outlined, should be adopted as a settled rule of life. Such questions as central control have to be considered in all their bearings, and admirable as was the case Colonel Mitchell made for it, and forceful as was Mr. Berwick Sayers's rejoinder, they would not be regarded as final statements, even by themselves. There were some murmurings at the swift close of the debate, and there were more than murmurings that so important a matter should arise without due notice. These are not quite reasonable, and no one could have handled the meeting more quietly and impartially than the President (Mr. Savage) did. That no notice was given of the debate is hardly true although the words of the motion proposed by Colonel Mitchell were not known until the debate began; but the intention of the debate was to elicit opinions which might help the council in framing a policy; there was no intention to reach a decision or to publish the results of the meeting. A considered report, twelve months hence, on the deliberations of the L.A. Council on the matter should be far better than any account of the vapourings at Margate.

CHAUCER HOUSE was opened with due ceremony on May 25th. But not by Mr. Stanley Baldwin; the decision of the Prime Minister the day before that he liked Lossiemouth more than London made Mr. Baldwin's presence at the House of Commons essential. He attended the luncheon at University College, where, we are told, he smoked his famous pipe and made a brief and delightful speech to a company limited to the officers, council and some distinguished guests, including Mrs. Carnegie herself, representatives of the Carnegie United Trust in Lord Elgin, Miss Haldane and Sir Donald MacAlister, as well as Lord Balniel (who, however, is an officer, being Chairman of the Council) and our fine old friend Lawrence Inkster; but lack of space confined the lunch and Mr. Baldwin to that distinguished but very small assembly.

In these days of jargon and slang, to the purist it must seem that little is described by its real name, that is, during conversation. Most people refer to the city as “the smoke” and the city‐dweller's pseudonym for the country is “out in the sticks”, which, of course, could mean that “the sticks” are kindling to a fire that has not been lit, with the city “smoke” as the end‐product of the fire that is burning up those who rush hither and thither in its bedlamite streets and ugly office blocks. The cottage, the church and inn no longer completely fill the lives of the villagers; they now have piped water supplies, electricity and telephones; deep freezers, colour television and cars; they have moved closer to the city standards of comfort and convenience without losing any of the enduring qualities which make them different. And the countryman is very different to the town‐dweller—in outlook, habit and countenance. Even the villager who works in the town and city, and nowadays there are many of them, would not change his home in the country for a flat or terrace house in a mean street, despite the long journeying to and fro. At one time, it had to be a special type of girl who chose a home in these rural settings, with few or perhaps no neighbours and no corner‐shop, but now more and more are realizing that life in a village is easier on the whole family.