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A new model of training is proposed, redefining and adding to the traditional model, which is usually seen as defining organisational requirements, assessing job training needs, designing programmes, and evaluation. The author believes this is no longer adequate and gives an over‐simplified view. The four main blocks in his suggested replacement model are resource availability, assessment of training needs from the organisation standpoint, assessment of training needs relating to the job itself, and programme design. Evaluation activities are included within all the blocks.

Training costs money and the training of semi‐skilled staff is no exception. Indeed the numbers of employees in this category (approximately half the country's total work force) coupled with an often high labour turnover, must make semi‐skilled training one of the major items in the nation's training budget. But should the expenditure be as high as it is?

a training primer Established training specialists are very familiar with the developments in industrial training which they initiated over the last decade in this country. However, the newcomer, seeking a broad introduction to the training function is often in a difficult position. While it is true that a wealth of information is now available to him, it is scattered in training journals, the Department of Employment and ITB publications, and in a limited number of specialist books. So far, what has been lacking is a basic and up‐to‐date account of training theory and practice: in other words — a training primer.

This monograph seeks to supply a contribution to the debate on the major formative factors which have led to current perceptions of the roles which either should be, or are, undertaken by industrial training officers. Any attempt to ascertain these developmental paths must be limited by the relative importance which the interpreter gives to writings and events. To this extent it must be a subjective and selective viewpoint. Whatever our perspective, there is one undoubted fact: there has been a considerable increase in the number of industrial training officers over the last 20 years — and a corresponding increase in training activities. This increase has been more than matched with an outpouring of literature on training and, to a much lesser extent, research into training themes.

For some time now, we have been inundated with descriptions and advice concerning the care and the development of “corporate cultures”. It has been said that many of our business and industrial inadequacies result from outmoded management techniques that have created dysfunctional cultures and that “the notion of corporate culture addresses the real human issues that often impinge on the success of…” an enterprise. In that training, or human resources development, is (or should be) closely linked to these “human issues” and to the success or failure of the organisation, the concept of corporate culture must be addressed when designing training or development programmes. This article will outline one method of using these concepts to enhance the training process.

Comments that few service firms are sufficiently prepared to meet the challenge of service innovation. Reviews existing models of new service development. Proposes a systematic model based not on the small amount of new service development literature but on theories of new product management, which reflects the conditions unique to service industries. Concludes with ten propositions for service management.

The results of a survey of new product development practices and procedures in American financial institutions are described. It is revealed that most institutions do not have a formal, fully developed process for developing and managing new products. For those that do, new products committees and project teams are the major strategies used.

Older people are vulnerable to fuel poverty on the island of Ireland. This paper seeks to explore the lived experiences of older people in cold weather with a view to informing fuel poverty policy and service responses.

A postal and online survey utilising an opportunistic sample of older people living in Ireland and linked with a range of services/community and voluntary groups was undertaken in January‐April 2011. Data on the experiences of 722 older people in the cold weather of winter 2010/2011 were analysed in the context of socio‐economic, health, and housing circumstances.

During the period of extreme cold weather half of the sample reported that they went without other household necessities due to the cost of home‐heating. In general, 62 per cent of those surveyed worried about the cost of home‐heating. Homes considered “too cold” were more likely to lack central heating and experience damp/draughts. Staying indoors, keeping the heating on, and eating hot food/drinks were common responses to cold weather but a diverse range of behaviours was observed. Associations were observed between living in a cold home and higher levels of chronic illness, falls and loneliness, and fewer social activities.

The sample cannot be considered nationally representative; single occupancy and social housing units were overrepresented.

This research found significant associations between living in a cold home/difficulty paying for heating, and aspects of ill‐health and social exclusion. While no causal association can be assumed, this phenomenon has implications for policies supporting healthy ageing.

Isolates the importance of economic level and cultural level and cultural perceptions in influencing agency selection overseas by major US companies. Recounts that many study findings, relating particularly to the use of local or US‐based advertising agencies, are examined. Particular concern is to whether or not such factors as the advertiser's attitudes towards cultural factor importance and market area economic development, are considerations in the placing of preparing and placing non‐domestic advertising. Looks at the role of culture and statements to prove advantages and disadvantages in these. Concludes that if a firm uses either US‐based agencies for overseas representation or foreign‐based agencies, its management is displaying some concern for the cultural and other differences forced between markets.

The development of a bank sales management system is described. Using a modified management‐by‐objectives planning procedure, sales goals and strategies were formulated. Then the tasks of the line sales organisation, the branch banking system and the staff sales department were identified. As a result the bank now has a framework for its selling efforts.