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The practical implications for industrial management of society's demand for ‘socially responsible’ business enterprise is the subject of a major research project at Nottingham University funded by the Social Science Research Council. Two research fellows directed by Brian Harvey, Senior Lecturer in Economics at the University's Department of Adult Education will be conducting intensive studies of a small number of selected firms.

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.

Accidents and disease continue to account for more lost working days in British industry than strikes‐yet the attitude from both management and workers tends to be one of ignorance and apathy. Safety and health at work can only come about through voluntary co‐operation, the Robens Report says. Others argue the case for compulsion. Report by Leslie Kenton.

The case, briefly reported in the last issue of BFJ, an appeal to a Milk and Dairies Tribunal arising out of a local authority's refusal to grant a licence to a milk distributor because he failed to comply with a requirement that he should provide protective curtains to his milk floats, was a rare and in many ways, an interesting event. The Tribunal in this case was set up under reg. 16(2) (f), Milk (Special Designation) Regulations, 1963, constituted in accordance with Part I, clause 2 (2), Schedule 4 of the Regulations. Part II outlines procedure for such tribunals. The Tribunal is similar to that authorized by S.30, Food and Drugs Act, 1955, which deals with the registration of dairymen, dairy farms and farmers, and the Milk and Dairies (General) Regulations, 1959. Part II, Schedule 2 of the Act provided for reference to a tribunal of appeals against refusal or cancellation of registration by the Ministry, but of producers only. A local authority's power to refuse to register or cancellation contained in Part I, Schedule 2 provided for no such reference and related to instances where “public health is or is likely to be endangered by any act or default” of such a person, who was given the right of appeal against refusal to register, etc., to a magistrates' court. No such limitation exists in respect of the revoking, suspending, refusal to renew a licence under the Milk (Special Designation) Regulations, 1963; an appeal against same lies to the Minister, who must refer the matter to a tribunal, if the person so requests. This occurred in the case under discussion.

One benefit is that the firm pays about half what comparable companies do for insurance

A Crown Court hearing of a charge of applying a false A description under S.2, Trade Descriptions Act, 1968, is given in some detail under Legal Proceedings in this issue of BFJ. It concerns using the word “ham”, ie., the natural leg of a single pig, to various pieces from several pigs, deboned, defatted, “tumbled, massaged and cooked” in a mould shaped to a leg of ham, from which the average purchaser would find it impossible to distinguish. As the defence rightly claimed, this process has been used for at least a couple of decades, and the product forms a sizeable section of the bacon trade. Evidence by prosecution witnesses, experienced shop managers, believed the product to be the genuine “ham”. There is nothing detrimental about the meat, save that it tends to contain an excess of added water, but this applies to many meat products today; or that the manufacturers are setting out to cheat the consumer. What offends is the description given to the product. Manufacture was described in detail—a county trading standards officer inspected the process at the defendant company's Wiltshire factory, witness to the extent of their co‐operation—and was questioned at great length by defending counsel. Specimens of the product were exhibited and the jury were treated to a tasting test—presumably designed to refute prosecution's claim that the meat was of “poor value”. The trial judge said the jury had no doubt been enlightened as to the methods of manufacturing ham. The marketing of the product was also a subject of examination.

In a full blaze of comings and goings, it is unnecessary to remind ourselves that the holiday season is upon us; mass travel to faraway places. The media have for months, all through the winter, been extolling a surfeit of romantic areas of the world, exspecially on television; of colourful scenes, exotic beauties, brilliant sunshine everywhere; travel mostly by air as so‐called package tours — holidays for the masses! The most popular areas are countries of the Mediterranean littoral, from Israel to Spain, North Africa, the Adriatic, but of recent years, much farhter afield, India, South‐east Asia and increasingly to the USA.

Reviews the contemporary debate on governance within the co‐operative sector and makes an analysis of the traditional approach taken by the movement. Critiques the view that democratic structures are an effective mechanism for governance in a co‐operative. Process and structure rather than purpose and culture inform the terms of the debate. Argues that professional management is inevitably gaining ground against lay directors. Explores the option of developing professional management as the guardians of co‐operative values and purpose – not to replace democratic governance structures but to support and supplement them using co‐operative value‐based adaptations of modern management methodologies to make consumer co‐operatives more responsive to their customers and members. When people identify with co‐operative purpose and values they will want to be involved. Good governance in co‐operatives is more a problem of management culture than it is a problem of democratic structures.