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Outlines a comprehensive taxonomy of modern manufacturing practices. Previous attempts have tended to be partial in coverage and to concentrate on performance issues, rather than explain the reasons why a particular practice may have been adopted. In order to overcome these problems, the new taxonomy categorizes manufacturing practices according to two dimensions: strategic emphasis and primary domain of application. Suggests 20 different categories of practice for a total of 87 practices. Supplements the taxonomy by a list of definitions which specify each of the practices identified. Considers practical implications of the taxonomy, as well as its limitations. Future research suggestions include using the taxonomy to provide the basis for systematic surveys of manufacturing, as well as closer examination of the links between companies’ manufacturing strategy and financial performance.

Many commentators believe that we are racing into the age of Information Technology (IT). If in most cases the reality lags some way behind the image, it nevertheless remains the case that organisations are increasingly investing in, or considering investing in, a wide range of new high technologies. In manufacturing firms, for example, computerised numerically controlled machine tools are in widespread application, and robots, flexible manufacturing systems and computer‐aided design are no longer rare. A similar picture emerges with regard to office‐based technologies, such as management information and word processing systems, and within service‐oriented organisations where innovations include, for example, Electronic Point Of Sale (EPOS) in retailing and direct debit and credit transfer in banking.

ARNOLD BENNETT was a man of two worlds. In the terms of Max Beerbohm's cartoon “Old Self” was plump, wealthy, self‐assured, a landmark of the London scene, a familiar of press magnates, the owner of a yacht; “Young Self” was thin, ambitious, far‐sighted, industrious, secretly terribly anxious to justify himself to himself and decidedly provincial.

In the considerable literature on the use of information systems in organisations there are occasional discussions of issues broadly relevant to the area of job redesign. Hedberg, for example, has pointed to the potential of such systems for facilitating organisational change, advocating what he termed ‘participative management information systems’. Attention has also been paid to the influence that computers and information systems have on different forms of employee participation (see for example Mumford and Sackman). But very few writers have specifically considered the impact of information systems on attempts at redesigning people's jobs. Of the few acknowledging the centrality of these systems, Wilkinson has stated that ‘a careful analysis and some redesign of the information systems … seems to be one of the most important aspects of redesigning jobs’, and Birchall in his statement that ‘information systems must make available all the data required for execution of decision‐making duties’, has intimated why this may be necessary. More recently Sime and Fitter have discussed the information needs of those responsible for making decisions, commenting that these needs are likely to change if decision‐making is devolved by job redesign exercises.

Wives of Unemployed Men. Volume 16 Part 3 of the Journal of Social Policy contains a survey article by Kenneth Cooke entitled “The Withdrawal from Paid Work of the Wives of Unemployed Men: A Review of Research”.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Responses to open‐ended questions concerning sources of work satisfaction among social workers indicate that instruments and methodology which have been devised in industrial settings may create distortions when applied to human services. The most important sources of satisfaction and dissatisfaction differ from those elicited in industry, a fact which points out the need to begin detailed research in the service sector using workers' own conceptions of their situation rather than preconceptions drawn from other areas of work.

Out of sight, out of mind is not a new phenomenon. It is always been a challenge for employers with a distributed workforce. However, what is new is the scale, so employers need to address this problem, and fast.

Company culture, checking in, keeping on top of communication and thinking about the team at all times are all vital to keeping employees top of mind.

By thinking about all of these areas of a workplace, employers will ensure their employees are happy, engaged and retained.

To help employers ensure the out of sight, out of mind phenomenon ends in 2023, here are the four top tips for employers to keep out of sight and in mind.