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Looks at the pressures on the automotive component industry today and how it is reacting to this. Posits that although all the motor manufacturers require different responses from suppliers the real answer is closer communication and better relationships.

This chapter focuses on techniques and technologies to aid groups in making decisions, with an emphasis on computer-based support. Many office workers regularly meet colleagues and clients in virtual meetings using videoconferencing platforms, which enable participants to carry out tasks in a manner similar to a face-to-face meeting. The development of computer-based platforms to facilitate group tasks can be traced back to the 1960s, and while they support group communication, they do not directly support group decision making. In this chapter we distinguish four technologies developed to provide support to group decisions, clustered into two main traditions. Technologies in the task-oriented tradition are mainly concerned with enabling participants to complete tasks to solve the group's decision problem via computer-supported communications. Group Decision Support Systems and social software technologies comprise the task-oriented tradition. Alternately, in the model-driven tradition, participants use computers to build and use a model that acts as a referent to communicate, mostly verbally, about the group's decision problem. System modeling and decision-modeling technologies constitute the model-driven tradition. This chapter sketches the history and guiding ideas of both traditions, and describes their associated technologies. The chapter concludes with questioning if increased availability of online tools will lead to increased use of group decision support technologies, and the differential impact of communication support versus decision support.

Group Support Systems (GSS) have been used and studied in the support of facilitated ideation sessions for years. The norm for these sessions has been for participants to work individually at GSS workstations. A review of applicable literature suggests that pairing participants at GSS workstations could result in higher quality ideas and participant satisfaction. This paper reports the results of a lab experiment that tested for differences between paired and unpaired facilitated GSS sessions. These results suggest that pairing participants can yield higher quality ideas from facilitated ideation without negative consequences.

Effective team development, facilitation and creative problem solving are three components that can help improve group problem solving and decision making. Group meetings can be notoriously ineffective and inefficient. They can be significantly improved if the facilitator and problem champion are aware of, and can influence, the variables that affect the group’s processes. This paper explores the elements involved in developing teams, enhancing facilitation skills and utilising creative problem‐solving techniques. These three areas are discussed in turn before presenting a model that shows the relationships that exist between them. This model is a useful framework for facilitators, problem champions and group participants because it can help in the preparation and support of group meetings. In addition, the model can also help managers to develop training courses for team development and facilitation.

This study empirically investigates whether graduate degrees (MBA, MSA and MST) earned by candidates affect their performance on the CPA exam. By examining more than half million first-time exam sittings taken during the period 2005–2013, the authors find that candidates with a graduate degree performed better on each section of the CPA exam than those who only have an undergraduate degree. In addition, the authors find that the type of graduate degree also has an effect on the CPA exam performance. While candidates with an MBA degree generally performed better on the BEC section than those with an MSA or MST degree, those with an MSA degree performed best on the AUD and FAR sections; and those with an MST degree exceled on the REG section. This study contributes to the existing literature on the determinants of CPA exam success. In addition, this investigation provides valuable insights to candidates, academics and regulators. The findings of this chapter should be useful for academic administrators as they revise their accounting curricula to prepare for the new CPA licensure model. Furthermore, the results of this study should benefit accounting regulators in determining education requirements for future CPAs.

Today, universities are using technological advances that have enabled them to change their traditional delivery methods. Computer supported collaborative learning permits students to undertake courses via the Internet. This allows students from all over the world to take part in a course where they can gather information not only from the instructor but also from their fellow students. Consequently, the traditional forms of teaching must be adapted to better serve the needs of virtual learning students. The virtual instructor must do more than just communicate information to the students. He or she must learn to support the collaborative process between the learners and to encourage them to work as a team. This article describes a model for facilitating virtual learning groups and presents a case study to illustrate the concepts of running such a group. In addition, a number of implications for planning and supporting virtual groups are presented.

Academician A. N. Tupoley, designer of the Tu‐144 supersonic transport, has been awarded an Honorary Fellowship of the Royal Aeronautical Society. Honorary Fellowships have also been awarded to Sir Robert Cockburn, Fellow Commoner, Churchill College, Cambridge, and to Dr C. S. Draper, Professor Emeritus, Massachusetts Institute of Technology. Honorary Companionship has been awarded to Sir Anthony Milward, ex‐Chairman of B.E.A. The Society's Gold Medal is awarded to Mr Walter Tye, Chief Executive of the Air Registration Board, and the Society's Silver Medal to Mr E. E. Marshall, Technical Director, B.A.C., Weybridge. Mr N. F. Harpur, Chief Technician at British Aircraft Corporation, Filton was awarded the Society's Bronze Medal, and the Wakefield Gold Medal went to Mr J. H. Briggs, Director/Electronics, Research and Development (Civil Aviation), Ministry of Aviation and Supply. The British Gold Medal for Aeronautics for 1970 has been awarded to Mr P. A. Hufton, Deputy Director of the Royal Aircraft Establishment and the British Silver Medal for Aeronautics for 1970 goes to Mr M. J. Brennan, Executive Director Special Projects, Hawker Siddeley Aviation Ltd.

Despite over two decades of crack use in the UK, there is little UK‐focused research and little understanding of the social context of crack use and health‐related risks. This is of concern because research in the UK suggests that service provision for crack users is inadequate. Research also suggests that there are high attrition rates of crack users in drug support services. Based on data collected in 2004/2005, this paper will examine how crack cocaine users start using crack, what happens over time, and where they end up as a consequence ‐ the crack scene. Many become mistrustful because of the manipulative and violent interactions that take place in these spaces. This is not helped when crack users reflect on past mistakes, which only results in increased crack use. As practical and health issues become too problematic, ways out, too, become more difficult. In addition, many find it difficult to place trust in welfare and drug support services because of negative past experiences, and feel ashamed about past failures in treatment. Taken together, I will also show how this is not helped by the configuration of drug support services.