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Practical conservation of heritage buildings in Kolkata started in the 1990s and the first restoration project was the Town Hall, a public building built by the British in 1813, in the central business district by a public‐private partnership. The purpose of this paper is to demonstrate the restoration process and adaptive reuse of the Town Hall as a case study.

A team of conservationists, architects and structural engineers worked during 1996‐1998. The methodology included surveying and documenting the existing structure; examining old materials and methods of construction, earlier repairs and the suitability of matching new materials; analysing the structure, defects and their causes; prescribing remedial measures; preparing items of work, estimating and tendering for appointment of contractors; allocating funds for restoration; supervision and monitoring of the works.

It was necessary to undertake structural strengthening and physical restoration through corrective measures, and reinstallation of all service systems, which resulted in the opening up of this edifice again for various kinds of public use, that included a museum.

This was a pilot project for the state administration and the people of Kolkata. After this project, the conservation of historic buildings became an agenda of government and civil society. The lessons learned here were applied to the restoration of other similar buildings in Kolkata.

Conservation‐researchers, academics and practitioners will gain from this paper an in‐depth understanding of the restoration process in Kolkata.

Early in November 1982 I commissioned the article here published. LA's Executive Co‐ordinating Committee recommended to council on January 18 1983 that the association approach the Electoral Reform Society about running council elections, and that the use of a transferable vote be considered. Readers should not assume that such percipience in ECC matters can be maintained, or that I am a member of the Social Democratic Party. Editor

Introduction The importance of effective recruitment can hardly be over‐emphasised. Errors can be offset, but at a cost, either by further recruitment, or by extra training and development. However, not only must recruitment be effective—it must also be efficient. This entails taking costs into account, although these are often difficult to control because budgets are notoriously difficult to set. However, given the amount of resources involved, it is surprising that not more attention has been paid by writers to the cost‐effectiveness of the process.

During the past twenty‐five years the importance of chemistry as applied to the practical affairs of everyday life has increased. In every Secondary School of repute, chemistry now forms an important part of the teaching. A large number of Technical Schools have been founded and at least partly endowed or assisted out of the Public Funds. Numerous Societies have been formed with the object of furnishing means and opportunities for discussing chemistry in its relations to arts and manufactures. Such facts are, in themselves, sufficient proof of the economic value of the science. Inducements are held out to the student to avail himself of the means offered on every side to adopt applied chemistry as a calling. We find teachers of chemistry asserting the claims of chemistry as the one science on which modern industry depends for its development. There is no industry, from biscuit manufacture to sulphuric acid manufacture, that does not find its chances of success certainly increased by employing scientific chemists to control the details of manufacture and its ultimate failure assured by its declining to avail itself of the resources of chemistry.

In the past few years, many Australian organisations have either undergone or been planning a change from a hierarchical bureaucratic culture to a team‐based one. Much faith in the potential success of this kind of change appears to have been based on stories of transformations which worked well in overseas organisations, notably Japanese and American companies. One important issue for Australian organisational leaders was to come to terms with how the cultures of local and overseas companies were similar to or different from each other. For example, if the value systems of both local and overseas organisations tended to converge rather than diverge, the probability of developing a team‐based culture in Australian companies was relatively high. This paper critically examines stories of Australian organisations which are moving to a team‐based culture, from an adult communication management perspective. In particular, the paper aims to identify communication management variables which contribute to the successful implementation of teams in those organisations. Finally, conclusions and implications are drawn for maintaining high performance in team‐based organisations through effective communication management practices. ‘The art of progress is to preserve order amid change and to preserve change amid order’ — Alfred North Whitehead.

BUSINESS leaders recur again and again in their public utterances to the difficulty of obtaining enough recruits of suitable calibre. What they have in mind, as Mr. David Barran, chairman of Shell Transport, implied recently, is university graduates. ‘What I am really pleading for,’ he said, ‘is a stronger bridge between education and industry, starting as far back as the sixth form and extending across the student years at university, helping the graduate to choose a career that will employ his potential to the best advantage.’

This qualitative study investigated the relationship between beauty standards and identity in the United States from the perspective of 20 self-identified millennial Black women. During semi-structured virtual interviews, participants defined Black, American, and millennial beauty standards distinctly. American beauty was associated with Eurocentrism and mainstream media representation. Interpretations of a millennial beauty standard were aligned with perceptions of the generation as tolerant and politically conscious. Black American beauty standards embraced the range of hair textures and skin tones present in the African diaspora. While participants were cognizant of the different beauty ideals present, their interaction with beauty standards was ambivalent. Interviewees found beauty knowledge accessible through social media. However, they remain confined to a restrictive beauty standard due to workplace expectations around professionalism. Participants negotiated where and when to express their intracultural beauty ideals but participated in the beauty industry through processes of learning how to care for their hair in its natural state. Even though they have autonomy and flexibility in expressing their cultural styles, personal and professional repercussions are still plausible. Future studies can expand on these findings by exploring perceptions of American beauty standards from a different generation, region, or identity.

In this chapter we test a conceptual model to shed light on the psychic distance (PD) hazards in cross-border acquisitions’ (CBAs’) performance. Only a few studies have sought to examine the impact of national-level dimensions on CBAs’ performance, such as cultural distance or PD, with non-conclusive and contradictory results. Event study methodology is used to scrutinize the impact of the five key dimensions of psychic distance stimuli (PDS) on the stock market performance of the US acquirer firms and 26 countries involved in the CBA. Our results support that PD, as a whole, has a negative impact on CBAs’ performance although only in the short term there is a statistically significant negative impact, whereas in the long term no effect is statistically significant. Analyzing the different dimensions of PDS, only differences in language, education, and political systems are significant. This chapter is the first to empirically examine the PD hazards on CBAs by breaking down the PDS and test the effect of each dimension on CBAs´ performance. The findings of this study may be useful for managers of firms that wish to undertake CBAs as it denotes important dimensions which hinder post-deal performance.

THE Company is the most experienced and largest organisation dedicated solely to the design, development and manufacture of aircrew escape systems. It is this dedication to aircrew safety which has enabled the delivery of over 63,000 ejection seats to 81 Air Forces. To date, Martin‐Baker ejection seats have saved some 5,750 aircrew lives.