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The proposals on accounting for financial instruments developed by the Joint Working Group look as though they will take several years to sort out. In the meantime listed companies in Europe have to report under international standards by the year 2005. The author looks at how companies, and in particular financial institutions, are going to have to respond to the European deadline.

Snakes and Ladders: Adult education and mental health video‐based action pack. Jeremy Braund, Richard Hooper, Stewart Moore and Robin Hoyle (Eds.). Looseleaf folder with 2 videos. Produced by the Lancashire Stepping Stones Project.

Research into the relationship of UK exporting manufacturers and their West German agents and distributors is examined. The mail questionnaire was the selected research instrument. Four participant dimensions were used in the evaluation and categorisation of relationship states. These were performance; experience; uncertainty and satisfaction. Relationships were found to be in one of five possible states of development: new; growing; troubled; static; or declining. Few firms were found in the new category; the largest state was that of growing. Once in the growing state, firms may move eventually into one of the remaining categories over time. The troubled state was categorised by high levels of conflict, uncertainty and dissatisfaction. The static state consisted of firms with static sales. The declining state consisted of firms whose sales were declining but the relationship was profitable and worth continuing.

Reports on research conducted during 1988 into the channel relationships of UK manufacturers and German agents and distributors. Develops a profile of UK exporting manufacturers and German agents and distributors. Examines the geographic area of representation by agents in Germany together with the methods used by UK manufacturers to recruit their agents and distributors and methods of motivating agents and distributors both from the manufacturers′ and the agents′ points of view. Discusses satisfaction with the channel relationship. Finds some agreement between both the manufacturers′ and agents′ and distributors′ views for improving the sale of British products in Germany. A notable difference was in the ranking of better quality; German agents and distributors thought that quality was more important than did UK manufacturers.

On December 17, 2003 the Securities and Exchange Commission (SEC) approved an overhaul of the New York Stock Exchange’s (NYSE’s) system of corporate governance. After questions arose concerning the NYSE’s ability to discharge its self‐regulatory functions following the resignation of former Chairman and CEO Richard Grasso, Interim Chairman John Reed proposed new governance architecture including a newly independent Board of Directors and a separate Board of Executives designed to represent the NYSE’s various constituencies. The new architecture reflects an effort to strike a balance between an independent board of directors and the desire for input from the industry, i.e., self‐regulation. This new structure should not be seen as the SEC’s determination of the future of self‐regulation, but simply as the most recent step in refining and improving the self‐regulatory process at the NYSE and other marketplaces as well.

Back when the Web was new, Lucent Direct saw how to fit a new sales channel into an existing business model.

Provides a preliminary exploration of the control of new product development in the UK by means of a survey of 30 companies. Identifies interactions between business evaluation, development and screening. Concludes that development and business evaluation can influence one another, and that product features and design features etc. can be added or deleted through decisions from either of these phases.

This paper aims to examine the relationship between psychiatry and occupational therapy in Ireland through a case study of the development of the occupational therapy department in St. Patrick’s Hospital, Dublin, from 1935 to 1969. Patronage by psychiatrists was an important factor in the professionalisation of occupational therapy internationally.

Documentary sources and oral history interviews were analysed to conduct an instrumental case study of occupational therapy at St. Patrick’s Hospital from 1935 to 1969.

The research identified key individuals associated with the development of occupational therapy at St. Patrick’s Hospital, including psychiatrist Norman Moore, occupational therapy worker Olga Gale, occupational therapist Margaret Sinclair, and social therapist Irene Violet Grey. Occupational therapy was considered by the hospital authorities to be “an important part in the treatment of all types of psychiatric illness” (Board Meeting Minutes, 1956). It aimed to develop patient’s self-esteem and facilitate social participation. To achieve these objectives, patients engaged in activities such as dances, arts and crafts, and social activities.

This study has highlighted the contributions of key individuals, identified the links between occupational therapy and psychiatry, and provided an insight into the development of the profession in Ireland prior to the establishment of occupational therapy education in 1963. Occupational therapy practice at St. Patrick’s Hospital from 1935 to 1969 was congruent with the prevailing philosophy of occupational therapy internationally, which involved treatment through activities to enhance participation in society.

The purpose of this paper is to discuss a practical approach taken by utilizing the non‐conformance/event management and failure investigation (FI) system to formally troubleshoot an actual process failure observed in the sequencing facility.

In this study the authors describe how the cause for the poor quality sequence data, as indicated from the quality score, involving high molecular weight follicular lymphoma DNA samples for a study of tumor‐associated genome rearrangements was successfully identified and confirmed through the application of a well structured FI process.

Through this FI process the underlying causes were effectively identified, immediate corrective actions were executed and a preventative action to avoid or minimize reoccurrences was also implemented and monitored for effectiveness.

This paper establishes that by applying a systematic, documented FI process the underlying causes of a process failure in an organization can be effectively identified and appropriate corrective and preventative actions can be successfully adopted.