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Corruption in the public sector has and always will continue to be a thorn in the side of any government throughout the world. Irrespective of what control measures are put in place, corruption remains a problem in many respects. It undermines the authority and the credibility of the government and its employees, it has an effect on the economic balance of the country and it plays a major role in the spread of economic crimes in general.

May 16, 1973 Industrial Relations — Unfair dismissal — Strike — Employees on strike — Subsequent dismissals on same day as ending of strike — Whether employees taking part in strike on “date” of dismissal — Meaning of “date” — Industrial Relations Act, 1971(c.72),s.26.

Analysis and improvement of the quality of care has become everyone’s business in the new NHS. Audit of clinical outcomes and of patient satisfaction are to become routine. However, there is a weak link between audit and service quality, reflecting an insufficient emphasis on the process of organisational innovation. This case study illustrates how “a first class service” can be developed through a “stakeholder‐collaborative” evaluation approach. This partnership process can strengthen the audit‐quality link, leading to practical and shared suggestions for service development. Clinical outcome data from 400 consecutive adult mental health patients seen over a five‐year period by one clinical psychologist and patient satisfaction data (for the last 100 patients) were evaluated by 11 stakeholders. They evaluated these data in relation to Maxwell’s six quality criteria. Both the clinical outcomes (i.e. highly significant improvements following therapy) and the patient satisfaction data were judged favourably by the stakeholders, who used the information to suggest service improvements.

The purpose of this paper is to explore and identify the causes of the failure of the Larkin Company (Buffalo, NY), once one of the nation's largest mail‐order houses in the decades surrounding 1900.

Borrowing conceptual frameworks from both recent management and historical scholarship on organizational failure that integrates exogenous and endogenous factors, this study employs traditional historical methods to explain the causes of Larkin's failure. The main primary sources include the Larkin Company records, government documents, personal papers, trade journals, and other primary sources.

Begun as a modest soap manufacturer by John D. Larkin, in Buffalo, in 1875, the Larkin Company grew to become one of the largest mail‐order houses in the USA in the decades surrounding 1900 owing to its innovative direct marketing practices, called the “factory‐to‐family” plan, that relied on unpaid women to distribute its products. In 1918, anticipating the chain store boom, Larkin established two grocery store chains (other retail ventures followed). The company regularly lost money in these ventures and, combined with a shrinking mail‐order economy, struggled during the 1920s and 1930s, and eventually liquidated in 1941‐1942. A number of exogenous and endogenous factors, acting alone and in various combinations, proved too challenging to second‐ and third‐generation family members who ran the company after 1926.

This research paper tries to understand the decline of an important progressive firm during the interwar period. Whereas Sears Roebuck and Montgomery Ward were able to make the transition from mail order to stores, Larkin Company failed to navigate this transition successfully. It also adds to the small but important literature in management and business history on organizational failure and may serve as a cautionary tale for family businesses.

An aeroplane which comprises, in combination, a wing with two spans, a fuselage centrally of said spans, and bracing struts connected to the fuselage and to points on the wing nearer to the centre of each span than to the root and tip thereof, each bracing strut having a substantial lift effect in level flight throughout substantially its whole length, high lift devices of low drag coefficient mounted on each span of the wing, means joined to said devices for controlling both of said devices simultaneously in the same direction, said wing, struts and high lift devices in active position having a combined aspect ratio of at least 15 and a loading of at least 80 kg. per sq. m.

TODAY, as a result of so‐called technical advance, few individuals remain. Save, perhaps, in the arts, few jobs are completed by one man; the accent is on team work with each member doing part of a job.

The bourgeoisie, wherever it has got the upper hand, has put an end to all feudal, patriarchal, idyllic relations. It has pitilessly torn assunder the motley feudal ties that bound man to his “natural superiors,” and has left remaining no other nexus between man and man than naked self‐interest, than callous “cash payment.” It has drowned the most heavenly ecstasies of religious fervour, of chivalrous enthusiasm, of philistine sentimentalism, in the icy water of egotistical calculation (Marx, 1848: 475).

An aeroplane wing including a fixed forward portion, a flap, a slot controller between the forward portion and the flap, a spoiler on the slot controller, control means on the fixed wing portion and connected with the spoiler for operating the spoiler independently of the slot controller.