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Examines a re‐engineering programme undertaken by Littlewoods Stores Ltd in an attempt to improve the company’s image and financial results. Describes the problems faced by the organization and the measures taken to improve the situation: key strategies were identified and senior staff were designated specific tasks. Outlines the key points in the process; the re‐engineering of the supply chain, the involvement of all staff and the two‐way communication system and openness of management.

Examines a re‐engineering programme undertaken by Littlewoods chain stores in an attempt to improve the company’s image and financial results. Describes the problems faced by the organization and the measures taken to improve the situation: key strategies were identified and senior staff were designated specific tasks. Outlines the key points in the process; the re‐engineering of the supply chain, the involvement of all staff and the two‐way communication system and openness of management.

The application of modern project management techniques to the commercial relocation sector, particularly in regard to scheduling and the handling of IT systems, has transformed the relocation industry. The services offered by commercial relocation consultancies and some of the larger commercial removal companies now extend beyond the traditional roles into providing a wide range of project management solutions. They provide complete turnkey programmes, appointing a project team to manage the move from its early stages through to completion. Their services include evaluating current working environments and methods of working, analysing and comparing costs and benefits of the options available, providing information used in the decision‐making process and assisting companies to find the correct solution for them. Whether refitting, churning or relocation is required, the industry uses advanced techniques of project management and computer‐aided facilities management to ensure that company downtime and disruption is minimal.

Public concern over environmental issues such as ozone depletion, water pollution and the use of pesticides has translated into consumer reluctance to purchase certain products and a willingness to buy products seen as less harmful. A partnership between the Gateway super‐market chain and Landbank Environmental Consultancy was developed to address this concern; and has formulated an environmental strategy and programme identifying the areas of energy conservation, packaging, recycling, use of pesticides and countryside protection as priorities reflecting the nature of its business and resulting in the development of “environment‐friendly” products.

Describes some elements of Gateway′s environmental policy: its commitment to energy conservation and a programme of tree planting. Details the reasons for its programme of tree planting and the partnership which is envisaged between Gateway, local industry, the local authorities and the community to restore derelict sites in the Avon area.

The purpose of this paper is to describe the historical development of library and information science (LIS) teaching and research in the University of Sheffield's Information School since its founding in 1963.

The history is based on published materials, unpublished school records, and semi-structured interviews with 19 current or ex-members of staff.

The School has grown steadily over its first half-century, extending the range of its teaching from conventional programmes in librarianship and information science to include cognate programmes in areas such as health informatics, information systems and multi-lingual information management.

There are very few published accounts of the history of LIS departments.

This chapter exposes the official view that seems to portray New Towns in the UK as unbalanced communities built on the premise of a failed statist policy but it does not accept these views as fact. A principal critique is that the historiography of New Towns has been predominantly written by experts (academics and otherwise), providing a limited interpretation of the legacy of (living in) New Towns. This chapter uses a selection of key experts and helicopter specialists who contribute to its legacy through academic writing, policy reports and professional advice in their role as planners and architects (including the author/myself a chartered British architect). Experts and helicopter specialists were instrumental in writing and disseminating a specific understanding of the New Towns programme to unpack the stereotypes that were constructed around New Towns, which have (as a result) contributed to their so-called decline. This chapter also questions whether certain issues are due to a biased misrepresentation of the New Towns narrative, and if an alternative perspective is available.

The characterisation of New Towns as communities doomed for failure in their ideological pursuit of balance has been thematically classified as belonging to five stereotypes and each is discussed in a separate section: New Towns represent a statist approach to planning; A case of New Town Blues or suburban dystopia? Design driven stereotypes of New Towns as mostly Modernist projects; New Towns are nothing more than large council estates; Land-banking over Compulsory Purchase Orders.

Presenting the data in such a way permits a deconstruction of ‘balance’ as a lofty abstraction into five clear example-based observations that assist the evaluation of the traditional historiography and writings of British New Towns (Fig. 3.1).

Business is increasingly coming under attack by pressure groups. Many managers, and particularly those in marketing functions, are having to respond to these challenges. Others are at least having to take cognisance of pressure groups. The nature of pressure groups, their role, the different types that may be found and how they operate are considered. Pressure group actions involving business are also discussed, but activity is emphasised. Managers are urged to seek an understanding of pressure groups, especially those groups likely to take an interest in their business.

This study attempts to provide a systematic theoretical analysis of the portfolio selection approach to the determination of inter‐regional and international capital flows, and to identify the implications of this analysis for the appropriate specification of short‐run econometric models of the foreign exchange market.