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The United States Constitution assures debtors a right to relief from creditors seeking to satisfy claims against debtors unable to pay their debts. For well over a century, farmers as debtors have enjoyed a favored status by being exempt from involuntary bankruptcy. The landmark 2005 bankruptcy legislation continues that favored status even though the thrust of most of the rest of the 2005 law tightens the rules for non‐farm debtors in several significant respects. The 2005 bankruptcy amendments made Chapter 12 bankruptcy for family farmers a permanent part of the Bankruptcy Code, relaxed the rules on family farmers eligible to file for Chapter 12 bankruptcy relief, and created an innovative way to treat tax liability from liquidation of business assets. The contrast in Congressional treatment of farm debtors and non‐farm debtors in the 2005 statute is striking and appears to be attributable to strong and effective political support from farm state Members of Congress, the widespread belief that farmers in financial difficulty are deserving of assistance, and that abuse of the bankruptcy system has been less of a problem with the agricultural sector.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

The purpose of this paper is to examine the current farm economic downturn and credit restructuring by comparing it with the 1920s and 1980s farm crises from both economic and regulatory perspectives.

This paper closely compares critical economic and regulatory aspects of the current farm downturn with two previous farm crises in the 1920s and 1980s, and equally importantly, the golden eras that occurred before them. This study compares key aggregate statistics in land value, agricultural credit, lending regulations, and also evaluates the situations and impacts on individual farmer households by using three representative case studies.

The authors argue that there are at least three economic and regulatory reasons why the current farm downturn is unlikely to slide into a sudden collapse of the agricultural markets: strong, real income; growth in the 2000s, historically low interest rates; and more prudent agricultural lending practices. The current farm downturn is more likely a liquidity and working capital problem, as opposed to a solvency and balance sheet problem for the overall agricultural sector. The authors argue that the trajectory of the current farm downturn will likely be a gradual, drawn-out one like that of the 1920s farm crisis, as opposed to a sudden collapse as in the 1980s farm crisis.

The review provides empirical evidence for cautious optimism of the future trajectory of the current downturn, and argues that the current downturn is much more similar to the 1920s pattern than the 1980s crisis.

The long controversy that has waxed furiously around the implementation of the EEC Directives on the inspection of poultry meat and hygiene standards to be observed in poultry slaughterhouses, cutting‐up premises, &c, appears to be resolved at last. (The Prayer lodged against the Regulations when they were formally laid before Parliament just before the summer recess, which meant they would have to be debated when the House reassembled, could have resulted in some delay to the early operative dates, but little chance of the main proposals being changed.) The controversy began as soon as the EEC draft directive was published and has continued from the Directive of 1971 with 1975 amendments. There has been long and painstaking study of problems by the Ministry with all interested parties; enforcement was not the least of these. The expansion and growth of the poultry meat industry in the past decade has been tremendous and the constitution of what is virtually a new service, within the framework of general food inspection, was inevitable. None will question the need for efficient inspection or improved and higher standards of hygiene, but the extent of the

In 1899 the medical practitioners of Dublin were confronted with an outbreak of a peculiar and obscure illness, characterised by symptoms which were very unusual. For want of a better explanation, the disorder, which seemed to be epidemic, was explained by the simple expedient of finding a name for it. It was labelled as “beri‐beri,” a tropical disease with very much the same clinical and pathological features as those observed at Dublin. Papers were read before certain societies, and then as the cases gradually diminished in number, the subject lost interest and was dropped.

Natural selection—survival of the fittest—is as old as life itself. Applied genetics which is purposeful in contrast to natural selection also has a long history, particularly in agriculture; it has received impetus from the more exacting demands of the food industry for animal breeds with higher lean : fat and meat : bone ratios, for crops resistant to the teeming world of parasites. Capturing the exquisite scent, the colours and form beautiful of a rose is in effect applied genetics and it has even been applied to man. For example, Frederick the Great, Emperor of Prussia, to maintain a supply of very tall men for his guards—his Prussian Guards averaged seven feet in height—ordered them to marry very tall women to produce offspring carrying the genes of great height. In recent times, however, research and experiment in genetic control, more in the nature of active interference with genetic composition, has developed sufficiently to begin yielding results. It is self‐evident that in the field of micro‐organisms, active interference or manipulations will produce greater knowledge and understanding of the gene actions than in any other field or by any other techniques. The phenomenon of “transferred drug resistance”, the multi‐factorial resistance, of a chemical nature, transferred from one species of micro‐organisms to another, from animal to human pathogens, its role in mainly intestinal pathology and the serious hazards which have arisen from it; all this has led to an intensive study of plasmids and their mode of transmission. The work of the Agricultural Research Council's biologists (reported elsewhere in this issue) in relation to nitrogen‐fixing genes and transfer from one organism able to fix nitrogen to another not previously having this ability, illustrates the extreme importance of this new field. Disease susceptibility, the inhibition of invasiveness which can be acquired by relatively “silent” micro‐organisms, a better understanding of virulence and the possible “disarming” of organisms, particularly those of particular virulence to vulnerable groups. Perhaps this is looking for too much too soon, but Escherichia coli would seem to offer more scope for genetic experiments than most; it has serotypes of much variability and viability; and its life and labours in the human intestine have assumed considerable importance in recent years. The virulence of a few of its serotypes constitute an important field in food epidemiology. Their capacity to transfer plasmids—anent transfer of drug resistance— to strains of other organisms resident in the intestines, emphasizes the need for close study, with safeguards.

This article develops a strategic management model which is intended to serve as a prescription for any CEO involved in strategic planning. The model was developed as a result of interviews with CEOs of mostly public and some private organisations and ultimately redirected to benefit CEOs in examining major elements/ processes within their own organisations. The nine components of the model which are inextricably interwoven in the planning process examined in this article include: mission and strategy, Board of Governors, organisational and managerial performance, strategic planning, goals/objectives, communicating goals and decentralisation, commitment, rewards/resources, culture and communication, participation management, role of CEO and changes in the environment.