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This study compares the nature of job satisfaction and organization commitment of employees in a United States manufacturing plant to employees in a Mexico maquiladora manufacturing plant. Demographic and job related variables were measured and used in a regression analysis to explain job satisfaction and organization commitment in both plants. Results indicate that significant differences exist. The regression models for the constructs, job satisfaction, and organization commitment in both countries are presented.

Examines the total quality management (TQM) programmes of Maquiladora operations located on the Mexican border and benchmarks their quality practices vis‐à‐vis those in the USA. Six domains of TQM programmes (information and analysis, strategic quality planning, human resource development and management, management of process quality, customer focus and satisfaction, and quality and operational results) were investigated; these domains were based on the Baldrige Award criteria. The results identify areas of improvement for both Maquiladora and US operations. Maquiladora operations need to improve customer focus and satisfaction, and employee training, whereas US operations need to improve quality and operational results, information and analysis, management of process quality, human resource development and strategic quality planning. Overall, the results suggest that US companies relocating their operations to the Maquiladora zone can obtain a competitive advantage in terms of both lower costs and implementation of TQM programmes.

Notes that the rise in the US Hispanic population has attracted a lot of interest in the marketing of products to them. Summarizes that traditionally marketers have viewed Hispanics as a distinct marketing segment. Examines studies of Hispanic consumers and suggests that differences between Hispanic and non‐Hispanic consumers are in reality quite small. Recommends that customer segmentation methods not based on ethnicity have as much chance of success as “Hispanic‐oriented” methods.

There was no mention of ‘environmental rights’ in the Council of Europe, European Convention on Human Rights and Fundamental Freedoms (ECHR) of 1950, comprised of civil and political rights. ‘In the 1950s, the universal need for environmental protection was not yet apparent.’ Environmental values have since evolved in response to societal change and increased public awareness. The turning point was the Stockholm Declaration on the Human Environment of 1972, which associated environ mental quality and well being with fundamental rights, and which declares that: ‘Man has a fundamental right to freedom, equality and adequate conditions of life, in an environment of a quality that permits a life of dignity and well being ...’

Current research suggests that increases in the number of women studying engineering and related courses have not been matched by a similar increase in women engineering professionals. This sug ests that although women are attracted to engineering, their experiences in higher education (HE) discourage them from pursuing their chosen career path. The paper explores whether the masculine culture of the engineering sector permeates the culture and curriculum in engineering HE, and if it does, what impact this has on women engineering students. This is achieved through semi‐structured, qualitative interviews with a range of female engineering students from both the pre and post 1992 university sectors. Findings indicate that while women are not deterred from pursuing their chosen engineering career, the culture and structure of the engineering education system has been designed for a male audience. This suggests that engineering HE does not benefit most female students to the same extent as male students. It is recommended that HE engineering must review its structure, culture, practices and curriculum if it is to retain female engineering graduates and to attract more women into the sector. This paper fulfils an identified gap in research on women in engineering and will be of interest to university engineering departments and faculties and the Engineering Council, as well as to those in the fields of social policy, education and equal opportunities.

Many of the difficulties that have been experienced by Health Authorities in this country in the examination of imported butcher's “offal”—using the term “offal” in its trade sense—would seem to have been due to injudicious methods of packing on the other side. The organs that constitute “offal”—livers, plucks, kidneys, sweetbreads, and so forth—have hitherto been closely packed into a bag, box, or crate, and the whole mass then frozen hard. Hence on arrival at the port of inspection the separate examination of these organs for possible disease conditions was rendered a matter of extreme difficulty. The exporters have now, it appears, almost all arranged for the separate freezing of the larger organs before packing, and in the case of smaller organs, such as kidneys and sweetbreads, some packers now make use of shallow boxes.

Today the governance and management structure of business organizations, particularly publicly traded corporations uti lizes a board of directors. Organization use of boards of directors is considered an openly accepted and utilized structure to provide leadership and management direction in business organization. Because large public companies recognize the value to the corporation and because of the increased regulatory requirements placed on publicly traded companies, the use of boards of directors are strongly endorsed. For small businesses and privately held companies, however, a board of directors is not always viewed as a useful part of the corporate structure. This paper reports on the results of a study which focused on the board functions and operations of small privately held corporations. A survey of 180 small, of ten family owned, non‐public corporations was conducted in one Mid western state. The study corroborated the expanding body of literature suggesting the lack of formality in board functions for small privately held companies. Critical factors influencing board function and action included needs of the company, abilities of the directors, sophistication of ownership and management, as well as life cycle stage, percent of family ownership and trading status of the corporation’s stock.

management practices in a Russian Multinational Company (RMC). The paper is motivated by the lack of empirical evidence on financial management practices outside the Western World (especially from Russia and from other Commonwealth of Independent States). Data for the analysis are gathered from documents and in‐depth interviews with finance managers in the company. The findings of the paper suggest that the company implemented an international cash management system reminiscent of international cash management discussed in the Western literature. For example, techniques such as netting, leading and lagging, re‐invoicing center and cash flow planning are used in the company. Thus, our conclusion is that financial management techniques are likely to be the same in Russia as in the Western world. However, differences are likely to be found in the ways in which these techniques are implemented and used in practice due to differences in environmental conditions. For example, the company did not use any of the sophisticated cash management models discussed in the literature. Our research has implications for understanding financial management practices outside the Western World, especially in Russia.

Outlines the Japanese system of protectionism as a global barrier and focuses on the rice markets as one of the first markets to be opened up. Analyses the reasons for this and offers strategies for overseas companies to take advantage of this opportunity. Suggest that these examples can then be applied to other markets.

Recently at the Westland Helicopters facility at Yeovil Somerset, Rear Admiral Michael F. Simpson RN, Director General Aircraft (Naval), inspected the first production version of the Sea King Mk2 Airborne Early Warning (AEW) helicopter, equipped with the successful THORN EMI Searchwater AEW radar.