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Variation between Aberdeen general practitioners in referral rates for home and surgery nursing care is shown to be substantial and is related to the proportion of elderly patients in the practice, inversely to list size, to the doctor's experience, and to practice attachment of nurses. There is, however, a large unexplained variation which, it is suggested, reflects differing general practitioner perception of nursing need and nursing skill, a situation that could be improved by joint training. [ABSTRACT FROM PUBLISHER]

This article presents a speech made by Connecticut trustee Lester Shippee before the 68th annual meeting of the American Association on Mental Deficiency in Philadelphia, Pennsylvania. He talks about the formation of the Mansfield-Southbury Joint Training School Committee. The committee comprises representative trustees of two mental retardation facilities, the Mansfield State Training School and Hospital and the Southbury Training School.

Time was -- and not so long ago either -- when the function of the technical college in the management field was to lay on a collection of courses carried out wholly within the college. It was as though the college decided, autocratically and independently, on a programme of courses which it placed in its shop window and then waited for customers to turn up and buy. This system failed for the simple reason that it didn't work although in too many colleges this attitude still survives. Now a revolution is under way: the colleges are finding a new role. It is one based on the consultancy principle leading to a close relationship between college and firm out of which grows a meaningful and relevant joint training exercise. This form of co-operation is available to any firm that wishes to engage in it. For those firms anxious to develop good management training but lacking the expertise to carry it out here is a way in: help is close at hand. Perhaps most important of all in this article is the explanation of how a college can help to reveal true training needs at the management level. [ABSTRACT FROM AUTHOR]

The article discusses the implementation of the "marketing concept" in the United States. The author defines the marketing concept as a business management philosophy that is based on the acceptance in an organization of the need for customer orientation, profit orientation and a general recognition of the marketing's role of communicating the needs of the market. The study tests some basic assumptions surrounding the marketing concept, including a higher rate of acceptance of the concept in consumer goods corporations than in industrial corporations and also a higher rate of acceptance in large as opposed to medium and small sized corporations.

The article presents an analysis of the British Industrial Relations Act. The factors which contributed to the idea behind the experiment with industrial relations reform are discussed. A background of the Donovan commission that produced a lengthy and valuable series of studies of British industrial relations that resulted to the Industrial Relations Act is presented. The Industrial Relations Act's approach to the procedure agreement problem is also discussed. The article also examines the provisions of the Act, which provides that if the Secretary of State or either of the parties feels that the existing system of resolving procedure disputes is ineffective, the Industrial Court may be asked to submit the problem to the Commission on Industrial Relations for recommendation.

The article discusses the role of the Tennessee Valley Authority (TVA) in pioneering public service labor relations in the U.S. The board of TVA in the 1930s chose to hire its own construction workers in the building of the Norris and Wheeler Dams. In 1934, the board passed a resolution in which it granted its employees right to organize and bargain collectively. The resolution set the example for federal service and in 1962, Executive Order 10988 or the Employee-Management Cooperation in the Federal Service, was issued.

This article presents information on several studies related to labor relations. The "Internal Relations in Unions," by Ruth Alice Hudson and Hjalmar Rosen discusses the role and characteristics of the union business agent. A study by Murray Edelman traces the formation of Austrian wage policy from 1945 to 1951. "Establishing a Training Program: Selected Experiences," edited by Thomas Q. Wilson et al, is a collection of papers discussing procedures in developing and improving industrial training programs. A project by Jack Chernick investigates some of the implications of the guaranteed wage and includes techniques for estimating the cost involved in installing a guaranteed wage plan.

This article is based on a two-year study which consisted of a detailed review of the literature, interviews, and correspondence with several hundred representatives of unions and managements with long experience in co-operation. A questionnaire was sent through the American Management Association to 1,000 manufacturing companies believed to engage in some kind of co-operation. Of these 263 replied, 226 stating that they have been practicing some kind of co-operation between 1941 and 1947. [ABSTRACT FROM AUTHOR]

“To be effective, the strategy of flexible response requires certain minimum force levels backed by a clear national determination to fight if necessary. Will NATO's concept of flexible response remain valid if current trends in force levels and in the political area continue? What policies do you recommend?” [ABSTRACT FROM PUBLISHER]

This article focuses on intergovernmental relations in criminal justice. To reduce crime and to improve the quality of justice are fundamental goals of U.S. criminal justice policy. Yet the increasing inability to achieve these objectives has caused widespread concern. The feasibility of intergovernmental cooperation centers around two basic issues, demarcation of responsibilities in a federal system, and allocation of resources. While exchange opportunities are more numerous at the investigation and apprehension stages, there are other transfers possible in prosecution, adjudication, and corrections.

There are at least four major forces accounting for the greater need for and emphasis on teamwork today, namely, the increasing number of public and private agencies, the continuous development of a wide range of community services, the growth of professional specialization, the emerging awareness of the basic unity of all health, welfare and recreational agencies. As a result it has been estimated that a typical youth serving agency would be involved in various co-operative relationships with at least eighteen different communities agencies as they affect more than a dozen different aspects of its program. Nevertheless, it is not easy to overcome the compartmentalization of much of the social services today, so often agency-centered instead of community-centered. A council of social agencies involves only representatives of the health, welfare and recreation agencies and covers the area of an entire city. A community welfare council has a broader membership base and embraces all operating agencies, governmental and voluntary and includes many community groups and citizens' organizations who are interested in adequate services. A community or neighborhood coordinating council is built upon the interests of citizens in a small locality and is concerned with any problem which arouses concern in the neighborhood.

The following article is entirely unofficial and represents only the views of the author. [ABSTRACT FROM PUBLISHER]