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The landlord‐tenant relationship is one of the oldest forms of legal agreement with us today. The last seven centuries have seen English law develop through the operation of both the courts and statute. The result for the unpaid landlord has been a bewildering array of remedies. Considers the developing range of options open to the landlord or managing agent in trying to recover rents and other dues in the face of mounting financial problems among tenants. Focuses on practicalities and selection criteria for the procedures considered

‘We see no need to propose drastic alterations. The basic machinery is there. But drastic action is now needed to enable the machinery to work comprehensively and to establish adult education as an indispensible element in the national system of education.’ This is the gist of the four‐year study of adult education chaired by Sir Lionel Russell and published last month.

Over the past eight years, the MELVYL catalog has become one of the largest public access catalogs in the world, and now plays a central role in providing access to the library resources of the University of California. Currently, under heavy load, the MELVYL catalog supports many hundreds of simultaneous terminal connections, servicing over a quarter of a million queries a week and displaying more than two million records a week to its user community. This article discusses the history of the network that has supported the MELVYL catalog from the early days of its prototype to the present. It also describes both the current technical and policy issues that must be addressed as the network moves into the 1990s, and the roles that the network is coming to play in integrating local automation, the union catalog, access to resource databases, and other initiatives. Sidebars discuss the TCP/IP protocol suite, internet protocol gateways, and Telenet and related inter‐operability problems.

A review of the relevant literature and case study analysis draws the conclusion that a skills approach to leadership makes it possible to describe and provide training in the core skills required in a wide variety of managerial situations. Such skills are most effectively acquired through practice, with feedback and guidance provided by skilled interpersonal skilled tutors. The latter skills are also best learned via feedback and guidance; unless there is a growth in effective interpersonal skills training there will ultimately be a shortage of tutors to pass on the skills learned.

In September 1990, the U.S. Department of Education's Library Technology and Cooperation Grants Program awarded a three‐year grant to the Florida Center for Library Automation (FCLA), an agency of the Florida State University System, to develop software adhering to the ANSI Z39.50 Information Retrieval protocol standard. The Z39.50 software was to operate over the Open Systems Interconnect (OSI) communications protocols and be integrated with FCLA's NOTIS system, which is shared by all nine state universities in Florida. In order to test the correctness of its Z39.50 software, FCLA sought out other library software developers who would be willing to develop Z39.50 systems of their own. As part of this process, FCLA helped to found the Z39.50 Implementors' Group (ZIG), which has since gone on to improve the standard and promote Z39.50 implementations throughout much of the North American library systems marketplace. Early on in the project, it became apparent that TCP/IP would be a more heavily used communications vehicle for Z39.50 messages than OSI. FCLA expanded its design to include TCP/IP and, by the end of the grant in September 1993, will have a working Z39.50 system that can communicate over both OSI and TCP/IP networks.

The purpose of this paper is to explore the usefulness of the concept to thinking about Research Data Management (RDM). The concept of “wicked problems” seeks to differentiate very complex, intractable challenges from tamer issues where approaches to problem solving are well-understood.

The paper is based on and co-authored by a collaboration of practitioners from libraries, information technology and research administration, with facilitators from the Sheffield Information School. Participants worked together in two-day-long workshops to understand the wicked problem concept and advice on leadership in wicked problem contexts.

Participants concurred that RDM had many features of a wicked problem and most of Grint’s advice on leadership for wicked problems also resonated. Some elements of the issue were simple; participants were optimistic about improving the situation over time. Participants were resistant to the more negative or fatalistic connotations of the phrase “wicked problem”. Viewing RDM as a wicked problem is an interesting way of looking at it as a challenge for support professionals.

The notion of a wicked problem is a generative concept that can be usefully added to professional vocabulary.

The paper captures an in-depth response from practitioners to the notion of wicked problems as a lens for examining RDM.

Identifies key activities that network users can perform in order to use the network effectively. Offers recommended reading, from beginner to expert user status. Explains some commonly used terms (e.g. Turbo Gopher with Veronica!). Lists useful Internet resources.

One important discussion comes under Knight’s heading of “Social Control.” To appreciate his argument, one has to understand that Knight’s social theory is developed within a tension between: (1) his knowledge that social control is both inevitable and necessary; and (2) his correlative desire for individual autonomy. One could add to that a hatred of social control, some of which is relevant. But what Knight dislikes is, first, selective elements of existing social control and, second, change of social control, e.g. change of the law by law, except for those changes of the law that remove the selective elements he dislikes; Knight is not opposed to all change of social control. In any event, the problem of social control is also for Knight (as it was for Vilfredo Pareto) the problems of social change and of the status of the status quo as well as of hierarchy.