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David M. Gordon advanced labour economics with his theory of labour market segmentation, in which jobs rather than the marginal productivity of individual workers were the unit of analysis. He advanced economic historiography and macroeconomics by conceptualising social structures of accumulation – a framework built on the foundation of his institutionalist training and enriched by his study of Marxist economics. By appropriating methods from other social science disciplines into econometrics, he augmented empirical analysis in economics. He was a founding member of the Union of Radical Political Economics and its journal, the Review of Radical Political Economics – that advanced and promoted heterodox, radical, and Marxist economists in the United States. His contributions to economics, to organised labour, and to the New School for Social Research, where I studied with him, were stunning.

Part 1 lays out some context about the New School Graduate Faculty where Gordon taught. Part 2 explores what historical forces, including his family, led to his expansive creativity. Part 3 summarises how he expanded labour economics to include the relations as well as the technology of production, linked his understanding of the production process to a historical materialist view of labour in the United States, then extended that to econometric analyses of the US macroeconomy. Part 4 presents a bibliometric analysis to provide some idea of the impact of his work. I end with some concluding remarks.

Outlines the history of pre‐coated metal cladding, its use and the causes of failure. Discusses the process of manufacturing and the types of coating available. Examines the causes of failure, looking at loading requirements, span requirements, substrate type, profile, fixing requirements, pitch, coating type (external and internal faces), design life, site environmental conditions, insulation standards, packaging, handling and storage conditions and evidence of suitability. Suggests that there remains a need for improved national and international standards, the existence of which would help to ensure that products are properly selected for the intended building use, resulting in fewer cladding failures and a simpler method of allocating responsibility in the event of disputes.

ALUMINIUM swarf is produced in a machine tool much faster than steel swarf, and its removal is often a headache for manufacturers. One sub‐contractor which has this problem firmly under control is Manchester‐based Aluminium Supply (Aerospace) Ltd., whose two Bridgeport vertical machining centres are able to process efficiently the large amounts of aluminium waste which they create.

Examines the background to privatisation in the UK and explores current practice. The transition to change over two decades has brought about more demanding and value‐conscious customers along with an information technology revolution. Corporate culture is seen as a litmus test, shaping changes in performance and unifying the social dimensions of an organisation. Privatisation has seen changes emerge in some companies more dominantly than in others. Uses this background as a building block to articulate detailed empirical research that has been conducted within three formerly nationalised companies: The National Remote Sensing Centre, Royal Ordnance Environmental and The Stationery Office. Concludes that pre‐privatisation, notions of quality of service, lower prices and working for the good of consumers was not achieved, as profits were not seen as a commercial requirement. Of the companies researched, two seemed to be strongly influenced by the culture of their parent company. Two companies that have adapted a marketing culture seem to have fared better than the company with a strong financial culture. All three companies experienced difficulty in breaking free from an inbred philosophy of production orientation.