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Discusses how firms are seeking new templates of change to remain competitive in the face of the globalization of markets. Presents a model depicting the templates for change such as world‐class manufacturing, lean production, total quality management, and business process re‐engineering followed by larger firms. Identifies some of the operational changes taking place in smaller companies based on the experiences of a larger group in the West Midlands. Explains why such smaller companies are making a more fragmented response to the need for change.

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.

This paper highlights some of the issues faced by smaller manufacturing firms attempting to remain competitive in the face of supply chain rationalisation. It is argued that rather than following the holistic templates of change adopted by many larger firms, the approach of smaller component suppliers tends to involve more partial, short term solutions. Three dilemmas for smaller firms are identified and the experiences of a Best Practice Network of component suppliers illustrate some of the ways in which companies down the supply chain attempt to remain competitive, in the face of rationalisation driven by original equipment manufacturers.

This paper examines the extent to which a learning organisation perspective is attainable in small‐ to medium‐sized manufacturing companies. An audit tool is developed from the literature on organisational learning and recognised processes that lead towards becoming a learning organisation. The paper focuses on the application of the audit tool in three UK automotive component suppliers which are all experiencing pressures for change imposed by the major vehicle manufacturers. The main changes are concerned with tiering of the supply chain and substantial delegation of responsibilities to component suppliers including an increasing emphasis on innovation and continuous improvement. The companies presented in the paper are taken from a research project into the impact of changes in supply chain relationships on the operation of small‐ and medium‐sized manufacturing firms in the West Midlands region of the UK. The ways in which the companies are responding to change are presented together with the results of a self‐assessment using the developed audit tool. These results suggest that companies of this type tend to focus on change in those areas that involve least challenge to the established power and authority of management.

In the current era of intensified immigration enforcement and heightened risks of deportation even for long-term lawful permanent residents, citizenship has taken on a new meaning and greater importance. There is also growing evidence that citizenship denials in their various forms have become inextricably linked to immigration enforcement. Who is denied citizenship, why, and under what circumstances? This chapter begins to address these questions by developing a typology of citizenship denials and providing an empirical overview of each type of citizenship denial. Taken together, the typology of citizenship denials and the accompanying empirical overview illustrate the close connection between immigration enforcement and citizenship rights in the United States.

Dorland began in the USA as an agency specialising in selling holiday resorts, especially on the East Coast. Its direction under Walter Edge became more general and opportunities in the international economy led to a European base in London. London was run by George Kettle, and in time Dorland in Britain became independent and a very successful firm. It had overseas offices, but it also had a specialist interest in financial advertising. By 1939, the flair of its designers and its policy of seeking new business made it one of the largest agencies in the UK.

The stereotypical image of the profession is poor with accountants appearing in the popular media as either the object of satire or the criminally inclined expert who deceives the public for self-gain. Extant research on the portrayal of the stereotypic accountant is limited in two ways: (1) existing research assumes a unitary concept by inferring a dominant image when the accountant stereotype is multifaceted; and (2) it is unclear from existing research whether the dominant image results from perceived character traits or the duties undertaken by accountants. This paper relies on qualitative methods of data analysis to unpack the elements that underpin stereotypical images in accounting to develop a framework of external perceptions that distinguishes one image from another. The framework is constructed on two broad criteria that comprise accountants (personality traits and physical characteristics) and accounting (task functionality). The interplay of these two criteria creates four subtypes representing positive (Scorekeeper and Guardian) and negative (Beancounter and Entrepreneur) interpretations of the two basic categorizations: bookkeeper and business professional. Further analysis revealed four primary dimensions (Ethics and Sociable, Skill and Service) that underlie the construction of the subtypes. In general, the ‘Scorekeeper’ rates more highly than the ‘Beancounter’ on ‘Ethics and Sociable’ and the ‘Guardian’ rates more highly than the ‘Entrepreneur’ on ‘Ethics’. Accounting researchers and the profession could benefit from understanding how stereotypical perceptions are constructed and managed.

BY the time these words appear the majority of those who attend Library Association Conferences will have made tentative arrangements for their visit to Margate in June. Already, we understand, adhesions are coming in as many in number as for any September conference, and, if this is so, the fact will reassure those who have doubts of the wisdom of the change from September to June. We give on other pages some outline of the programme and in Letters on Our Affairs are presented with a Study of the subjects of the papers. Here we can concentrate upon one or two important points.