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The purpose of this paper is to investigate the correlation between the dynamic behavior of a full‐scale steel prototype and a small‐scale plastic model fabricated using fused deposition modeling (FDM).

Based on the use of a known input excitation, the small‐scale model is tested on a shake‐table. Experimental results are compared with results of a full prototype study and with computational models in an effort to assess the feasibility of testing small‐scale FDM models.

Time History Records present strong correlation with prototype data and are reproducible using computational methods. Matching the first natural frequency of the studied structure proved to be a large part of achieving the desired response.

Including the direct measurement of floor displacements will potentially highlight different aspects of model behavior not observed by recording accelerations only. Further investigation into the damping properties of acrylonitrile butadiene styrene plastic is recommended towards further understanding the model response.

Although this paper is based on a simple structure, the benefits of layered manufacturing (LM) methods include speed and ease of generating geometrically complex solids. The implications of the success of this pilot study include the ease in which the dynamic response of complex structures can be assessed using small‐scale LM models.

This project obtained baseline information on the dynamic behavior of FDM plastic parts. It provides assessment of the value of using small‐scale LM models to accurately predict the dynamic response of structures subjected to earthquake excitation.

Describes the efforts of the owner/directors of a private limited company to put into place a succession strategy. Considers three major themes: second generation entrepreneurs/management succession; action learning as a human resource development strategy and philosophy; and the learning organization. Concludes that people (and organizations) “learn” best from the priorities of the business, once they have been identified, and that organizational learning is really based on institutionalization of what has been learned – requisite learning.

The decision to disclose an illness is a difficult choice for many individuals. Despite national laws such Americans with Disabilities Act that protect workers with disabilities from discrimination in the workplace, the stigmas around certain illnesses, fears of being judged by others using different standards, and concerns about a lack of support regardless of legal requirements are all reasons why someone may hesitate to disclose a health condition in the workplace.

Using experimentally manipulated vignettes and a combination of theories on attribution and incivility, this study explores the dangers of not disclosing a disability/condition that can lead to behaviors that will engender judgments by coworkers.

The results of the study make clear that there are social benefits to disclosing a health condition rather than concealing. The findings clearly demonstrate that attributing an individual's negative behavior to their disposition will lead to more judgments of responsibility, and less sympathy and more anger compared to behaviors that can be explained by any health reason. Furthermore, more punishment, feelings of revenge and social distancing await individuals whose negative behavior cannot be explained by health issues.

This study combines issues of health, attributions, incivility in an experimental studies that illuminates issues surround disclosing a workplace disability that go beyond the typical focus of legal questions.

This issue is a selected bibliography covering the subject of leadership.

THE Reference Department of Paisley Central Library today occupies the room which was the original Public Library built in 1870 and opened to the public in April 1871. Since that date two extensions to the building have taken place. The first, in 1882, provided a separate room for both Reference and Lending libraries; the second, opened in 1938, provided a new Children's Department. Together with the original cost of the building, these extensions were entirely financed by Sir Peter Coats, James Coats of Auchendrane and Daniel Coats respectively. The people of Paisley indeed owe much to this one family, whose generosity was great. They not only provided the capital required but continued to donate many useful and often extremely valuable works of reference over the many years that followed. In 1975 Paisley Library was incorporated in the new Renfrew District library service.

Organizational paradoxes must first be recognized by managers before they can respond to them. Yet scholars have adopted different perspectives on how paradoxical tensions become salient and engender management responses. Some approaches have focused on the socially constituted nature of paradoxes, and others on the inherent aspects of paradoxes in the environment. The authors propose an approach that gives ontological meaning to both the socially constituted and inherent nature of organizational paradoxes. Our approach, which is inspired by quantum physics, opens up new opportunities for engaging with the socio-materiality of paradoxes, how they are measured, and the implications this has on the probabilities of managing organizational responses to paradox.

A dinner was held at the Café Royal on Tuesday, January 10th to celebrate the completion of forty years' existence by the British Food Journal and the British Analytical Control. A number of eminent people were present, and complimentary references were made to the invaluable services which the Journal and the Control had rendered in assisting in the suppression of adulteration and in giving authentic indication of genuineness.

The purpose of this paper is to review the literature from the organizational sciences to develop a grounded narrative of turnaround leadership.

The paper is a review of literature, which employs a ten‐step process to explore and make sense of the turnaround literature from the organizational sciences. The paper relies on strategies appropriate for document analysis, and borrows analytic strategies (e.g. memoing, coding) employed with interview data.

The paper finds three defining themes that flow from the review of empirical and theoretical work on organizational recovery in firms, non‐educational public agencies, and not‐for‐profit organizations: leadership as the critical variable in the turnaround equation; change of leadership as a generally essential element in organizational recovery; and type of leadership, but not style, as important in organizational reintegration work.

The paper posits that the literature on turning around failing organizations in sectors outside of education provides blueprints for recovery activity in failing schools. The implications for turnaround leadership are particularly strong.

This paper is the first systematic effort to mine research in the corporate, not‐for‐profit, and public sectors to develop insights for leadership in failing schools.

Looks at ways of surveying small urban spaces and deals with how garden and enclosures can be investigated prior to restoration.