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Improvements were delivered in the care of patients on anti‐coagulants through a collaborative improvement methodology within one primary care organisation. Although a key clinical governance priority, the project was conducted in a low‐key manner with minimal support. Practice teams were encouraged to apply evidence through small‐scale testing of changes, using measurements to monitor improvement and to share what they learned amongst themselves. No specific model of care was pursued and instead the emphasis was on demonstrating an improvement at the practice level, by whatever means worked best. The methodology used was similar to that applied in major national and regional collaborative programmes. This project demonstrates how it can be simplified and implemented within one primary care organisation to deliver improvements in care as well as to support the building of teams and learning about measurement and quality improvement.

THE VALUE OF ABSTRACTS AND THEIR USE ‐ Being in possession of the “right” information is vital in maintaining competitiveness in the modern business age. There is a mass of information “out there” in the environment, so coping with it, managing it effectively, and selecting from it that which is useful, would appear to be the key to success.

The use of accounting to help apply the principles of scientific management to business affairs is associated with the adoption of standard costing and budgetary control. This first British industry‐based study of the implementation of these calculative techniques makes use of the case study research tool to interrogate archival data relating to leading iron and steel companies. We demonstrate the adoption of standard costing and budgetary control early on (during the inter‐war period) by a single economic unit, United Steel Companies Ltd, where innovation is attributed to the engineering and scientific background and US experiences of key personnel. Elsewhere, significant management accounting change occurred only with the collapse in iron and steel corporate profitability that began to become apparent in the late 1950s. The process of accounting change is addressed and the significance for our study of the notions of evolution and historical discontinuity is examined. The paper is contextualised through an assessment of initiatives from industry‐based regulatory bodies and consideration of the economic circumstances and business conditions within which management accounting practices were the subject of radical revision.

LIBRARIES in War have, alas, been too often the theme of this and other library magazines owing to the times in which men and women of middle age have had to live. To‐day, even younger ones can see some reflection of the atmosphere, because they have been brought up in a pervading spirit of threats and preparations; insomuch—and this is the tragedy of i t—they ask “What is the good of preparing for life in this world when we are likely to be bombed out of it at any moment?” There is much good, because, even if the ultimate tragedy came, England and the majority of us would survive; and the world must go on. It is a descent from this perhaps grand attitude to the thought that less money may be available for libraries for the time being. We know that rates are rising in many places, owing to unemployment relief needs and A.R.P. demands, but there is the consolation that last year many new libraries were opened. It may be a result of the truth that never are libraries more needed than in hours of stress.

This special “Anbar Abstracts” issue of Personnel Review is split into 8 sections covering abstracts under the following headings: Career/Manpower Planning and Recruitment; Health and Safety; Industrial Relations and Participation; Pay, Incentives and Pensions; Performance, Productivity and Motivation; Redundancy and Dismissal; Work Patterns; and Training and Development.

ON December 6th Mr. Salter Davies was installed President of the Library Association at Chaucer House in succession to Mr. S. A. Pitt. A word first should be said about the Presidency of Mr. Pitt. It has been carried on under handicaps that would have deterred most men in such a post. A severe illness, successfully encountered and gallantly overcome, has been the main personal feature for Mr. Pitt of what should have been the most distinguisned year of a quite eminent library career. We had looked forward to very active work from him during his Presidency, and so far as circumstances permitted, he fulfilled all the obligations laid upon him completely. We can thank him more warmly, if not more sincerely, than perhaps would ordinarily be the case, because of the difficulties he has victoriously surmounted. With newly established health, we wish for him a continuance of the great work he has done for librarianship not only in Glasgow but in the Library Association and in the world of libraries generally.

Universities are social and economic instruments for investment in man and thereby for the development of human resources at the highest level. This is truer in the case of developing countries where science and technology have not yet extended their beneficial aspects to whole spheres of social life. While preserving culture and heritage, universities are the most powerful institutions for social change and innovation. At the same time, universities and colleges themselves are subject to changes and need to adapt to these.