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Investigates company Web sites and the use by them of IT. Posits that some companies are too much in a hurry to understand what is going on in IT, while others are just plain scared of the new technology. Looks at risk with regard to security and whether risk is changing for better or worse. Discusses further the Internet and the risks that are involved therein –– with security an important part. Gives guidelines, in depth, on the four main issues to IT governance: market; design; operation; and security and uses bullet points for emphasis.

For many years it has been clear that one of the main barriers to improving managerial performance has been inadequate communication. This is in no way surprising given that in even a small managerial group of, say, 25 managers there are 600 potential two‐way communication channels, and increasingly the size of modern organisations is such that managerial groups in excess of 100 are relatively commonplace. A communication system based on the expectations approach was developed in 1973 capable of handling both the volume of communication and the complexity of communication channels which are used in the managerial groups of large organisations. Since that time over 700 managers in 25 organisations have used the system in a variety of applications.

It is hard to manage effectively in any organisation since one of the major hurdles is knowing what constitutes effectiveness anyway. It is just as hard to assess the effectiveness of the management control systems used within an organisation. One of the pieces of research currently being undertaken at Durham University Business School has produced an interesting and useful approach towards tackling this problem.

The beliefs that managers hold about managing are likely to influence their reception of management training. Managers' beliefs about what it is important for them to do, about how they should manage, how well they do manage, and about the desirability or possibility of changing how they manage, are likely to affect whether they want to learn and what they may be interested in learning. This article will argue that management teachers need to try and understand how managers think about managing. It will describe the beliefs reported by some middle managers that have implications for management teaching. Beliefs are defined as the acceptance of something as true or real that is not a demonstrable fact.

SOMEONE with a nice sense of alliteration has coined the phrase ‘People, Performance and Profitability’ to describe the content of a one‐day conference which the IWSP will hold at the London Hilton on November 29th, to be opened by the Institute's President, the Duke of Edinburgh. That title is comprehensive enough to embrace the major preoccupations of Britain today.

February 20, 1974 Master and Servant — Breach of statutory duty — Mine — Duty to secure safety of working places and obtain all information relevant thereto — Fall of heavy stone from colliery roof injuring miner — Whether breach of duty — Mines and Quarries Act, 1954 (c.70), s.48(1), (2).

This paper aims to use the advertisements of three major brands – Chymol, Formamint and Lifebuoy Soap – to examine how advertisers responded to the 1918–1919 influenza pandemic in Great Britain influenza pandemic. It looks particularly at the ways in which marketing strategies changed and how these strategies were enacted in the lexical and semiotic choices (e.g. language, image, colour, typography, texture, materiality, composition and layout) of advertisements.

A total of 120 advertisements for the three brands were collected from the British Newspaper Archive and analysed using the theory and analytical tools of multimodal critical discourse analysis. The general themes and semiotic structures of the advertisements were identified, with the aim of deconstructing the meaning potentials of verbal and visual resources used to convey ideas about the pandemic, and how they work to shape public understanding of the products and make them appear as effective and credible.

Each brand rapidly changed their marketing strategy in response to the influenza pandemic, using such techniques as testimonials, hyperbole, scaremongering and pseudoscientific claims to persuade consumers that their products offered protection. Whilst these strategies may appear manipulative, they also had the function of fostering reassurance and sympathy amongst the general public in a moment of turmoil, indicating the important role of brands in building consumer trust and promoting a sense of authority in early twentieth-century Britain.

Exploring the way in which advertisers responded to the 1918‐1919 influenza pandemic reminds us of the challenges of distinguishing legitimate and illegitimate medical advice in a fast-moving pandemic and highlights the need to cast a critical eye to the public health information, particularly when it comes from unofficial sources with vested interests.