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The Youth Service is seen as part of the nation′s educational structure and includes organisations in both the statutory and voluntary sectors. The Interim Mission Statement which emerged from a recent conference on “A Curriculum for the Youth Service” is quoted. The principles which should underlie a curriculum are discussed from the perspective of the development of the whole person. Ten principles are outlined to be considered in drawing up a curriculum for the Youth Service.

Endeavour, an educational charity, has two complementary sections: a commercial training service offering personal development training courses and programmes, and a voluntary and community service which organises activities, events and community work and provides “a curriculum of training”, especially for young people. Endeavour mounts expeditions and work projects combining adventure with service. In 1989 Endeavour ran a four‐week work project in Jamaica, in and around the Mustard Seed Community, Kingston. About 20 volunteers paid their way and raised money for tools and materials to use in construction and maintenance work. They repaired houses and plumbing amenities and constructed play and adventure facilities for resident children, many of whom were handicapped. They also helped care for (feed, dress, entertain) these children, and joined with local people in excursions and social gatherings.

Academic education nearly always takes place within walls. Non‐academic education is not confined by bricks and mortar, nor, its supporters would say, by anything else. Extramural education, training in life skills, development training — call it what you will — addresses itself to the whole person. While conventional education refines and stretches the mind, extramural education reaches out to the spirit. And since spirit influences mind, the argument runs, non‐academic education can subtly alter professional capacity and social behaviour. The notion has been with us for some time. Outdoor or adventure education, which is the principal arm of personal development training, first gained a foothold in the 1940s and has since become well established in use. Like acupuncture or faith healing, it is seen to work, though no one seems to know exactly how. The results are indeed almost impossible to quantify, since they are invisible, untestable, non‐specific and long‐term. The use of the word ‘training’ in this connection smacks slightly of wishful thinking.

What has canoeing to do with computer technology, abseiling with accounting or, for that matter, firing a shotgun with firing an employee?

A manager with between two and five years experience is accustomed to working with others, to solving problems, to making decisions, to coping with frustrations, to acquiring learning, to working long hours. But consider the implications of adding a new ingredient to each of these components of the job. Suppose that the other people with whom he works are his professional equals. Suppose that the decisions may involve some degree of physical risk or hardship. Suppose that the frustrations are posed by the weather, the terrain and the unpredictability of men and nature; that the learning and the problem‐solving have to do with the assimilation and use of unfamiliar skills, logistics, safety, personal interdependence and morale; and that the long hours occupy virtually every waking moment.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

In France, no other specialist business function is so predominantly marked by culture as HRM. In France, Cartesian patterns of analytical thinking, the passion for anti‐authoritarian individualism, and the reduction of disorder through legislation and bureaucracy influence the company′s sociocultural environments, in particular through the education system, the status of executives, and the role of trade unionism. Emphasis is put on the concept of ubiquity in HRM; it is at the intersection of all the other corporate functions and its role is shared with the line managers at the technical, relational and strategic level. Future perspectives, like the introduction of new technologies, may impose a new ethical dimension for HRM against the “gospel of efficiency”.

Extensive literature exists into discrimination in selection in the fields of psychology, social psychology and sociology. This research focuses mainly on domestic appointments and does not consider the nature of selection for international appointments. Discusses the findings of a study into potential gender bias in international manager selection systems. In particular, it discusses the use of repertory grid technique to elicit the personal constructs of selectors for international appointments and to assess how these might influence the numbers of women entering international management positions.

Addresses the cultural dimension of uncertainty avoidance (UA), of US and German staffing decisions – but uses a different viewpoint. Discusses and challenges the hitherto accepted meaning of individual positions of countries UA, using Höfstede’s guide. Adumbrates the concept of UA at the two levels of society and organization, linking the two levels. Concludes that low Höfstede UA index does not necessarily mean no or little need for certainty even in France and Denmark.

Wars all over the world have changed the course of history, affected communities and ways of life, and caused much pain, sadness, and destruction. Today, these areas are seen as tourist attractions and are visited by many people with different motivations every year. In these travels, which are described as battlefield tourism, intermediary institutions serve as a bridge between the consumer and the producer, in other words, between the tourist and the touristic product. In this section, first the factors that have led people to travel throughout history are discussed, and then the history, purposes, activities, and importance and contributions of intermediary institutions within the tourism industry are explained. Afterward, battlefield tourism, a relatively new concept, was mentioned, and the importance of intermediary institutions in travels to battlefields was explained. Finally, intermediary institutions that organize tours to various major battlefields in the world are listed, and brief descriptive information is given about the wars in question and the tours organized to these areas.