bluuebunny/crossref_metadata_2025 huggingface dataset:
Market abuse: Statutory exceptions and defences — What protection is available?
Authors: Herbst Jonathan , McCaw Katie
Published: January 2008

The new offence of market abuse was introduced by the Financial Services and Markets Act 2000 (the Act). The Financial Services Authority (FSA) is required under s. 119 of the Act to issue a code containing ‘guidance’ on market abuse (the Code). In 1998, the FSA published its first consultation on a draft Code of Market Conduct which set out the FSA's proposed market abuse regime. Responses to that consultation formed the basis for preparation of a second consultation and draft Code of Market Conduct, issued in July 2000.1 More recently, Consultation Paper 76 introduced the FSA's Supplement to the Draft Code which deals with some additional elements of the market abuse regime.
Unsuccessful judicial review: London Metal Exchange disciplinary action R v The London Metal Exchange Limited ex parte Albatros Warehousing BV
Authors: Gray Joanna
Published: January 2008

The London Metal Exchange is a recognised investment exchange under s. 36 Financial Services Act 1986 and is thus exempt from any need to secure authorisation under that Act. Schedule 4 of the Financial Services Act 1986 sets out the criteria which an investment exchange must meet and fulfil on a continuing basis in order to procure recognition from HM Treasury. Included in the Sch. 4 criteria are:
Financial services and markets: Civil rights of action
Authors: Staple George , Anderson Karen
Published: January 2008

Draft regulations published for consultation by the government under the Financial Services and Markets Act 2000 would create statutory rights of action for loss suffered as a result of regulatory breach by banks and insurers, and would extend such rights to cases where an authorised firm exceeds the scope of its regulatory permission. Although the effect may, in many cases, be to impose strict liability in a wide range of cases, no case has been made out to justify the expansion of statutory civil liability in the financial services sector.
R v Secretary of State for the Environment, Transport and the Regions ex parte Holding and Barnes plc and others
Authors: LJ Slynn , LJ Nolan , LJ Hoffmann , LJ Hutton , LJ Clyde , Gray Joanna
Published: January 2008

Although the facts giving rise to this decision concerned planning control and planning law the decision is of relevance to the debate about the applicability of the Human Rights Act 1998 to the various regulatory functions and powers conferred on the Financial Services Authority (FSA) by the Financial Services and Markets Act 2000, hence its inclusion and discussion in this Journal. The three conjoined appeals which formed the subject matter of this decision were made directly to the House of Lords from a decision of the Divisional Court on 13th December, 2000 whereby the court made a declaration of incompatibility with Article 6 of the European Convention on Human Rights (ECHR) in respect of certain statutory decision‐making powers conferred on the Secretary of State for the Environment, Transport and the Regions (the Secretary of State).
Three Rivers District Council v Governor and Company of Bank of England
Authors: LJ Steyn , LJ Hope , LJ Hutton , LJ Hobhouse , LJ Millett
Published: January 2008

The various pre‐trial stages of these complex proceedings have been discussed in previous issues of this Journal in Vol. 5, No. 1, pp. 70–72, Vol. 7, No. 3, pp. 274–280, Vol. 8, No. 4, pp. 359–364 and the factual background explained. Depositors in the UK branch of BCCISA (part of the Bank of Credit and Commerce International group which collapsed in 1991 leaving large scale losses) had brought actions for damages in respect of their uncompensated losses against the Bank of England (the Bank) in relation to its discharge of its statutory functions under the Banking Act 1979. They argued (1) that the Bank's licensing as a deposit‐taker and subsequent supervision of BCCI amounted to misfeasance in public office and/or (2) that they had, under European law, enforceable rights against the Bank conferred on them by the First Council Banking Co‐ordination Directive (77/780/EEC) which the Banking Act 1979 implemented in the UK. In May, 2000 the House of Lords definitively settled as a matter of law the second ground of the claimants' argument ruling that the European Directive in question did not have the effect of conferring rights in damages against the Bank on the depositors. In the same judgment the House of Lords ruled as a matter of law that the essential elements of the tort of misfeasance in public office (which by this stage is the only possible legal ground of claim available to the depositors) were to be found ‘where a public officer acts knowing that he has no power to do the act complained of and that the act will probably injure the [claimant]. It involves bad faith inasmuch as that the public officer did not have an honest belief that his act was lawful’ (per Lord Steyn, House of Lords judgment of 18th May, 2000 in these proceedings). This ‘reckless indifference’ which must be proven to exist for a claim against the Bank to succeed must be judged in a subjective sense, their Lordships ruled last year, so that the depositor claimants needed to show knowledge on the part of the Bank that the decision of the Bank would probably damage the Appellants. The question of whether or not the facts pleaded by the claimants reveal a sustainable cause of action against the Bank or whether, as the Bank had argued throughout, they did not and the action ought to be struck out without proceeding to full trial was referred to another House of Lords hearing. It was from that subsequent hearing on whether or not the claim should be allowed to proceed to full trial of the substantive issue of the Bank of England's alleged liability that this decision was made.
A regulatory regime and the new Basel Capital Accord
Authors: Llewellyn David T.
Published: January 2008

The purpose of this paper is to set the proposed new capital adequacy arrangements in the wider context of what is termed a regulatory regime. The central theme is that the components of the regulatory regime need to be combined in an overall regulatory strategy, and that while all the components are necessary, none alone is sufficient. The optimum mix of the components of the regime changes over time as market conditions and compliance culture change. It is argued that, in current conditions, there needs to be a shift within the regime in five dimensions. The proposed new Accord is discussed in terms of this regulatory regime paradigm. The Accord is a welcome move in the direction of a broader approach to bank regulation and a recognition that other mechanisms (notably an enhanced role for market discipline) are needed.
CREATIVE BUDGET PRESENTATION: Using Statistics to Prove Your Point
Authors: Burgin Robert
Published: January 2008

The fine art of budget presentation is based on a two‐step process: the request for funds and the defense of that request. Although both steps use statistics, it is the budget defense that demands the creative use of statistics.
ESTABLISHING LIBRARY AUTOMATION GOALS
Authors: Alfano Vicki Ann
Published: January 2008

Too many microcomputers have been purchased by librarians as a panacea to operational problems only to end up collecting dust in an office because the plan to automate was not carefully developed. This results in disappointment, project failure, and wasted money and time. The first step when considering automation is to determine your objectives. The important question any library manager should ask when considering automating is “Why automate?” Library management should understand the reasons for automating, what can be accomplished by automating, and what costs are involved.
SPREADSHEET MODELS FOR FINANCIAL MANAGERS
Authors: Clark Philip M.
Published: January 2008

When Ernie DePropso and I were research assistants at the Institute of Public Administration at Penn State in the early 1960s, we experienced two technological miracles (or so it seemed). The first was the Thermofax copier, and the second was a Monroe calculator with a memory key that could hold one constant. The Monroe cost $1,500 at the time—today a calculator superior to the Monroe can be had for less than $5.
PORTABLE COMPUTING
Authors: Clark Philip M.
Published: January 2008

Buying everyone on staff their own microcomputer usually doesn't make economic sense. While heavy computer users should certainly have their own hardware and software, many financial and managerial computer tasks are cyclical. Once a task like entering the month's expenditures is completed, the computer may not be used again by that particular staff member until the next month. Someone else may then want to analyze those figures and develop a special report. Or, a head of reference may need the machine.
THE SELL DECISION
Authors: Butterworth Virginia
Published: January 2008

Will Rogers said that it's easy to make money in the stock market: you buy a stock and hold it until it goes up, then sell it. But “if it don't go up, don't buy it.” Towards the end of last year the stock market as measured by the Dow Jones Industrial Average (DJIA) was at an all time high of 2691.49. Investment professionals of all levels of experience and points of view — as well as retail clients — were asking themselves on a daily basis, “how high is up?” On the assumption that the astute readers of this column made their buying decisions in July 1982, when the DJIA was languishing around 750 and before the bull market began its surge on August 13, 1982, we will consider the sell decision.
LIBRARIES AND BUSINESS CYCLES
Authors: Getz Malcolm
Published: January 2008

The October 1987 market crash left a lot of library administrators asking, “When the Dow Jones crests, how are libraries affected? Although it's impossible to predict with certainty what's ahead for our organizations, there are some things we can anticipate: Recession and inflation. Increases in interest rates and declines in the dollar. Shifts in monetary and fiscal policies. All of these are conditions the library manager must navigate. Libraries—along with the rest of society—have to ride the waves of macroeconomic activity.
PUBLIC AND PRIVATE FUNDING CREATE A NEW LIBRARY FOR TUCSON
Authors: King Marcia , Hamilton Rita
Published: January 2008

On November 18, 1987 we broke ground for the new main library building in Tucson, Arizona. A creative financing strategy involving the sale and leaseback of city‐owned buildings to the Tucson Local Development Corporation (a quasi‐public/nonprofit corporation) forms part of the complex financing plan developed to fund the library's construction. Other components of the plan include $15 million in general obligation bonds authorized by Tucson's voters in May 1984, economic development funds available to the City, and interest earnings.
COST‐FINDING: The Wisconsin Experience
Authors: Richmond Elizabeth
Published: January 2008

Few library administrators actually determine direct and indirect costs when projecting current service costs. In fact, the most common approach is to apply an inflationary factor to the previous year's budget lines. This makes it difficult, if not impossible, for officials who make decisions about library funding to determine the cost of a unit of service. No one has any idea about whether or not the library is efficiently run.
A MARKET BASKET OF COMPUTER SUPPLIES
Authors: Schuyler Michael
Published: January 2008

Supplies and suppliers are often given short shrift by vendors of computer systems. The simple statement, “Plan for supplies,” is often the only clue vendors give you that computer supplies will be a big part of your life. This is unfortunate because the cost of computer supplies is not at all trivial. Whether you need printer ribbons that cost $5 apiece or disk packs that cost $1,200 apiece, you will keep buying these items, over and over again, for the life of the system.
USING LIFE CYCLE CONCEPTS TO ESTIMATE BUILDING COSTS
Authors: Cummins Thompson R. , Jenks Thomas
Published: January 2008

While it is true that library building construction and operating costs can be budgeted and controlled independently, they are very interdependent. When initial construction decisions are made without considering that interdependence, they can affect the operating costs of the library every year the facility is in use. Still, for many library managers, state‐of‐the‐art estimation and attribution of costs in library construction is a moving target: pursued but rarely captured. Following a few rules of thumb based on the concept of a building's life cycle can help you determine how construction and operating costs interrelate and impact on the library's financial future.
HOLDING A SUCCESSFUL REFERENDUM
Authors: Morgan Jane , Mueller Elizabeth
Published: January 2008

When a library referendum appears on a ballot, it is because a library board wants to “let the voters decide.” There are several different kinds of library referenda, but the most common bond issues seek approval either to finance the purchase or construction of a library building or addition, or to increase a tax rate.
CONSTRUCTING SALARY SCHEDULES
Authors: Clark Philip M.
Published: January 2008

A spreadsheet program like Lotus 1–2–3 is perfect for computing an interrelated matrix of numbers, such as a salary schedule. It provides planners with the flexibility to conduct “what if …” analyses. In addition, its “lookup” function allows the planner to enter an employee's range and step and extract the relevant salary.
MUNICIPAL BONDS
Authors: Butterworth Virginia
Published: January 2008

Earlier this year The Wall Street Journal ran an ad for a municipal bond product with the eye‐catching headline, “If you earn over $43,150, the IRS is taxing you like a millionaire!” The ad went on to say that if you are single and making over $43,150, you've made it to the top tax bracket and are being taxed at the same rate as the rich. And you are faced with the same problem of the rich—how to protect your income from the tax collector.
A SPREADSHEET PROGRAM THAT CHALLENGES LOTUS
Authors: Clark Philip M.
Published: January 2008

The producers of Quattro, a relatively new spreadsheet program from Borland International, have obviously set their sights on Lotus 1–2–3, the industry leader; Quattro offers full compatibility plus a host of added features.
Printing Wide Spreadsheets
Authors: Clark Philip M.
Published: January 2008

Squeezing many columns of data into the physical limitations of the normal 8½″ × 11″ or 8½″ × 14″ piece of paper has been a problem for as long as I have been dealing with numbers. My staff and I have spent countless hours trying to get just one more column of numbers into that limited space. The concept of rounding is probably as grounded in this problem as it is in the necessity for precision.
HOW JOURNALS ARE PRICED
Authors: Getz Malcolm
Published: January 2008

Library managers are facing a problem. Not only won't it go away, but it's been increasing, seemingly at an exponential rate. What is this problem? The increase in the prices libraries are paying for journal subscriptions. In larger academic libraries, this rapid increase has kept pressure on the materials budget, thereby affecting the budget for books along with serials. But what determines journal prices? What forces drive them? And what actions might libraries or universities take to change the pattern of journal prices?
FRIENDS AS FUND RAISERS: I
Authors: Kochoff Steve
Published: January 2008

Friends groups are excellent, continuing resources for librarians looking at fund‐raising options. According to a recent ALA survey of public libraries (Non‐Tax Sources of Revenue for Public Libraries, ALA Survey Report, Mary Jo Lynch, project director, 1988) friends groups accounted for 33.8% of all receipts from fund raising and financial development, making them the second largest category of financial support, after individuals, who led the list with 51.7%. According to a 1986 survey by Friends of Libraries USA (FOL‐USA), nearly 600,000 citizens raised a total of $27.2 million in 1985 in support of their libraries. These impressive statistics underline the significant role friends groups play in the financial support of public libraries. (The role of academic libraries friends groups and other types of friends groups will be discussed in a future column.)
EVALUATING REPLACEMENT EQUIPMENT
Authors: Eisner Joseph
Published: January 2008

“So long, Old Paint!” The cowboy's plaintive farewell to his faithful horse is apt to be echoed as library administrators find that their mechanical and electromechanical equipment is either wearing out, or must be replaced because parts or service are no longer available.
WHEN TO CONSIDER LEASE/PURCHASE
Authors: Hanson Roy V.
Published: January 2008

In December 1988, the Los Angeles County Public Library entered into an agreement with the Security Pacific Merchant Bank of Los Angeles for the five‐year lease/purchase of a $5.3 million Automated Circulation System (ACS) from Data Research Associates (DRA) of St. Louis. The previous June, the Public Library had entered into a cash contract with DRA, but shifted its position after determining that it was to the County's advantage to lease/purchase the system rather than using available cash fund balances needed for other budgetary priorities. The June 1988 contract with DRA included a clause allowing the assignment of ownership for financing purposes. After negotiating the best possible agreement to purchase the computer system, the County, on behalf of the library, leased/purchased the system from the bank which in turn issued Certificates of Participation to raise the cash from persons and corporations who wanted to purchase relatively short term income tax free investments.
LET ME COUNT THE WAYS: INFORMATION ACQUISITION ACCOUNTING
Authors: Hayes Sherman
Published: January 2008

As I once again go through the end‐of‐year analysis of my acquisitions accounts, it strikes me how much time I (and many others on the library staff) spend on accounting related to the acquisition of information. The library profession, like most, has developed a specialized language to help its members talk to each other. The information acquisition staff has to be adept at translating library terms into terms used by the business community they deal with. There are a number of accounting contact points in the acquisition process which are critical for almost every level of staff in the library.
GRASS ROOTS FUNDRAISING
Authors: Swan James
Published: January 2008

All libraries have public relations. Whether they like it or not—whether it's good or bad, high‐powered or low‐key—all libraries have it. Unfortunately, for some public libraries it can be low profile and nonexistent beyond the library itself.
THE LIMITS OF THE LIMITED PARTNERSHIP
Authors: Butterworth Virginia
Published: January 2008

This spring (May, 1989) I was alarmed to read, in a trade publication for stock brokers, an article recommending real estate limited partnerships to brokers and their clients. The same week I had received a report on my own real estate partnership which contained the following statement, “Due to the operating deficits of… and the imminent foreclosure of the…, it is questionable as to whether the partnership will be able to fully realize all its invested capital.” Which means (translated into direct and grammatical English) you probably won't get back all of your money, much less the seven percent annualized tax‐sheltered return which had disappeared two years ago. Shortly thereafter the Wall Street Journal ran a story on the same topic under the headline, “Shearson seeks to Control Damage From Troubled Partnerships.” If it's not too late, I would like to educate you, faithful readers, and hopefully spare you one of my own follies.
FUNDING LIBRARY LITERACY
Authors: Cameron Carol A. , Humes Barbara A.
Published: January 2008

Literacy is a hot topic. One of the top items on the agendas of both First Lady Barbara Bush and Illinois Senator Paul Simon, to name two influential advocates, it is finally getting the national attention it deserves. Under the Library Services and Construction Act (LSCA), there are two mechanisms by which libraries can gather added funds from the United States Department of Education to get into the fight for a literate America. The first is through Title I, where monies are dispensed through the country's State Library Agencies. The second is through Title VI, where funds are granted directly to state and local libraries.
COST ACCOUNTING:
Authors: Sayre Ed , Thielen Lee
Published: January 2008

There was a time when local public service agencies could justify their annual expenses simply because of the ostensible necessity or desirability of their services. Public libraries, public parks, and public schools, have rarely been inundated with an excess of revenues. Still, they could usually depend on a reasonable level of funding simply because the citizens believed these institutions were accomplishing something for the public benefit. That time of unquestioned acceptance has given way to the era of accountability.
PRESENTING THE BUDGET
Authors: Wilenski Grant
Published: January 2008

While the budget is frequently described as a means of planning and control, it is also a means of communicating with the people who control the library's funding. In fact, the budget presentation may be the only regularized, direct exchange between the library director, local governmental leaders, and the community the library seeks to serve. When the budget becomes a tool for communication, articulating the library's needs leads to a process of negotiation through friendly persuasion.
VENDOR ACCOUNTS
Authors: McFadden Laurie
Published: January 2008

The Document Supply Service at AT&T Bell Laboratories experienced a crisis in the fall of 1988. It was not monitoring the expenditures for external suppliers of documents, even though over half of the department's total budget went to document vendors.
FINDING FUNDING FOR LIBRARY SERVICE TO NATIVE AMERICANS
Authors: Fine Beth
Published: January 2008

“Today the imperative need of Indian communities in the field of education is a need to know; to know the past …and to know about the world that surrounds them in the same intimate manner they once knew the plains, mountains, deserts, rivers, and woods.” — Vine Deloria, Jr., The Right to Know 1978.
ENDOWMENT
Authors: Getz Malcolm
Published: January 2008

Academic libraries often wish to build endowments as a principal goal of fund raising activities. For example, one library development brochure begins: “Northwestern University Library's most pressing need is for endowed funds for the purchase of library materials.” Because carefully managed endowments can yield sustained purchasing power, they can assure the sustained collecting essential for building the most useful research collections. Some libraries, like Vanderbilt's, have endowments that help support maintenance of a library building. Creating an endowment for building maintenance is a natural concomitant of raising funds to build because it serves much the same purpose: sustaining library operations over the long term.
FUNDING LIBRARY SYSTEM SERVICES: A National Survey
Authors: Dahlgren Anders C.
Published: January 2008

Not much information is broadly shared about how current system and resource library funding formulas operate. Do the formulas encourage or discourage certain programs or services? How are systems and resource libraries funded across the country? These questions are vital to systems looking for fiscal models that work. Having examined the costs of basic services provided by the seven Colorado regional library service systems and the Colorado Resource Center (CRC) previously in the Bottom Line (Fall 1990, pp. 18–24), this second article reviews the current funding formulas for the systems and the CRC.
NO HITS
Authors: Getz Malcolm
Published: January 2008

In 1989–90, 32 percent of the searches of the electronic catalog at the Vanderbilt University Library yielded “no item found,” that is to say, the searches were “no hits.” More than one million searches were conducted on Vanderbilt's Acorn catalog and mainframe article index service, so more than 300,000 searches ended in “no hits.” Vanderbilt uses the popular NOTIS software for its catalog, but I suspect that other automated systems perform similarly. It would be naive to say that the library catalog is satisfying searchers 68 percent of the time. We need to think of strategies to help the library improve its performance by reducing the rate of “no hits.” When evaluating strategies we should also consider which ones might lower costs.
THE FIRST AUDIT
Authors: Berger Sharon
Published: January 2008

A new librarian participating in an audit for the first time studies the process to alleviate her concern. She finds that auditing is an essential form of control in libraries and learns that the process is very helpful. The three kinds of audits are defined. Then the general procedures followed in auditing, as well as the results that should be expected from an audit, are summarized.
OH, NO! THE INTERNAL AUDITOR IS COMING!
Authors: Hayes Sherman , Rhinhart Paul W.
Published: January 2008

When one thinks about accountants (an unlikely or uncommon occurrence for most librarians), we usually envision a certified public accountant working for a big six accounting firm preparing sophisticated financial reports and doing quite a bit of tax work as well. Actually, this is not an inaccurate sketch; but a more representative picture of accounting must include the important segment of the industry served by internal auditors. An internal auditor is an accountant hired by an institution, whether it is private, public, profit, or nonprofit, to continually monitor, review, investigate, “bird‐dog,” and report any accounting, financial, or operational problems and opportunities within the organization.
THE BUDGET: AN IMPRECISE DOCUMENT FOR COST ANALYSIS
Authors: Eisner Joseph
Published: January 2008

In a previous column in the Winter 1990 issue (volume 4, number 4, page 37), it was pointed out that the budget document usually reflects out‐of‐pocket costs and not true costs. Here are some further examples.
MATHEMATICA
Authors: Getz Malcolm
Published: January 2008

Mathematica is computer software from Wolfram Research, Inc. Mathematica provides an environment for manipulating mathematical ideas symbolically. For example, you can ask Mathematica to factor[X2−Y2]and Mathematica will return: (X−Y)(X+Y). You can as easily deal with the equation for a line in algebra as take the derivative of a function in calculus, or solve an elaborate mathematical model in engineering or economics. Mathematica, then, allows you to use the language of mathematics with about the same terms as in a textbook and about the same ease as doing arithmetic on a calculator.
MONEY, LIBRARIANS, AND EDUCATION
Authors: MARTIN MURRAY S.
Published: January 2008

A GREAT deal of recent library news has been about money: rising prices, budget cuts, staff cuts; generally, the call to do more with less. Sometimes citizen protest or the recognition that reduced library services harm everyone has managed to turn the tide. Mostly, however, libraries and librarians have simply bowed to pressure and tried yet again to stretch their budgets. As Barbara Moran said, “even in the sixties libraries never overcame their traditional poverty” (Academic Libraries, 1984, p. 25). Now, when information sources are multiplying and the cost of accessing information is escalating, those already inadequate budgets are being reduced once again.
CUTS POSE CHALLENGES
Authors: Martin Murray S.
Published: January 2008

While we are by now used to reading about the financial problems faced by libraries, most news arrives piecemeal, about one library or another, and we seldom put it all together. Having clipped items about libraries from the Hartford Courant for some months, I thought to take them out of the file and look them over. They spell out a serious and deteriorating situation.
DEPRECIATION OF LIBRARY COLLECTIONS
Authors: Cbristianson Ellory , Hayes Sherman
Published: January 2008

Several years ago, the Financial Accounting Standards Board (FASB) released Statement No. 93: Recognition of Depreciation by Not‐for‐Profit Organizations. The result of this directive is that certain not‐for‐profit entities are required to change their formal financial statements (balance sheets) to reflect the current and changing value of their assets. Colleges and universities, in particular, will now be required to capitalize their fixed assets and depreciate them over time. In most institutions the physical collection of the library is being treated as an asset and may be subject to depreciation.
PARTICIPATORY MANAGEMENT THEORY AND FINANCIAL DECISION‐MAKING
Authors: Gilardi Ronald L.
Published: January 2008

The participatory management model, or at least techniques for systematically sharing authority, has been with us for decades. In broad terms, the model concerns the delegation of decision‐making authority to employees or representative groups of employees. It entails much more than the recognition that employees ought to be able to recommend changes or courses of action. In its purest form, which is the form to be addressed in this article, the participatory management model is premised upon the belief that actual authority should be transferred to and shared with employees.
FEDERAL ASSISTANCE TO LIBRARIES: CURRENT GRANT PROGRAMS AND ISSUES
Authors: Clifton Riddle Wayne
Published: January 2008

A variety of federal programs have provided financial assistance to public and college libraries since enactment of the original Library Services Act in 1956, or even the initiation of the federal depository library system in 1859. Although continued federal funding for most of these programs has been questioned, the programs have continued, and some of the smaller ones have experienced a modest expansion in appropriation levels and authorized activities. This article provides background information on these programs, including brief information on their structure, authorized activities, funding levels, available program evaluations, and issues.
THE CHART OF ACCOUNTS: OPPORTUNITIES AND PITFALLS
Authors: Hayes Sherman , Silva Paul
Published: January 2008

No matter what your level of sophistication in accounting and budgeting concepts, you surely know about the Chart of Accounts. Just because the term is familiar, however, does not mean that it can be ignored or taken lightly. Managers need to understand the basics on which the Chart of Accounts rests, its applications, the opportunities to use it to their advantage and even the “politics” of the term. With sophisticated and computerized accounting systems, it can be a useful information tool for librarians. We have organized this review under several management themes. Our hope is to help the experienced manager rethink something normally taken for granted and the beginning manager understand the basics of account structures.
DOCUMENT DELIVERY
Authors: Getz Malcolm
Published: January 2008

I log into Acorn, Vanderbilt's electron library catalog and index system and identify a half‐dozen items that I wish to review for a current research project. They comprise two articles from the Social Science Index (which are in journals in the Central Library), an article in a journal in the Education Library, a book in the Management Library, and a pair of articles in journals not held by Vanderbilt.
INVESTMENT IN LIBRARIES: PART OF ECONOMIC GROWTH
Authors: Martin Murray S.
Published: January 2008

Deferred maintenance is endemic in higher education and all levels of government. Too many librarians work in poor physical conditions, and as a result, the services that are supplied to users are not as good as they should be. Even though each year there are many new libraries, additions, and renovations, many continue to exist in suboptimal conditions, with crowded bookshelves, little reading space, and inadequate electrical wiring. As if that were not enough, many changes are required to accommodate the needs of the handicapped. States have been trying to help out with federal funds, but those funds can go only so far. If the present administration has its way, they will vanish along with other Library Services and Construction Act programs “that have served their purpose.”
DONOR RESEARCH CAN IMPROVE YOUR LIBRARY'S FUNDRAISING EFFORTS
Authors: Tucker Dennis C.
Published: January 2008

Libraries, which have often been less than methodical in their approach to fundraising, can benefit by doing prospect research as it is performed by other not‐for‐profit agencies. Prospect research is the process of gathering information to determine the best manner of solicitation for a specific donor.
TECHNOLOGY FOR AMERICA'S ECONOMIC GROWTH: A NEW DIRECTION TO BUILD ECONOMIC STRENGTH
Authors: Jefferson Clinton President William
Published: January 2008

Investing in technology is investing in America's future: a growing economy with more high‐skill, high‐wage jobs for American workers; a cleaner environment where energy efficiency increases profits and reduces pollution; a stronger, more competitive private sector able to maintain U.S. leadership in critical world markets; an educational system where every student is challenged; and an inspired scientific and technological research community focused on ensuring not just our national security but our very quality of life. American technology must move in a new direction to build economic strength and spur economic growth. The traditional federal role in technology development has been limited to support of basic science and mission‐oriented research in the Defense Department NASA, and other agencies. This strategy was appropriate for a previous generation but not for today's profound challenges. We cannot rely on the serendipitous application of defense technology to the private sector. We must aim directly at these new challenges and focus our efforts on the new opportunities before us, recognizing that government can play a key role helping private firms develop and profit from innovations.
A LIST OF TEN
Authors: Clark Philip M.
Published: January 2008

Here is a mixed bag of ten programs, observations, recommendations, and wants that I have for things computing. It's heavily weighted toward Windows applications, but there should be something for everyone.
Bargains of the Century: Part‐Time Librarians
Authors: Hogue Elizabeth M. , Sisson Lorene
Published: January 2008

A survey of 170 part‐time librarians reveals a variety of employment issues: rates of pay, benefits, professional development, commitment to parent institutions, education, geographical factors, motivation, career plans, and peer and administration perceptions.
Editorial
Authors: Harmon Charles
Published: January 2008

Libraries are businesses. Two issues ago, The Bottom Line (TBL) included an article by American Library Association president‐elect Betty Turock, entitled “Three business trends that strengthen library operations”. These trends involved: creating organizations in which innovation can flourish, creating organizations which prepare and live by strategic plans, and creating organizations which participate in the national political arena. In her article, Turock asked two critical questions: “How do we position our organizations to thrive, not merely survive?” and “How do we cope with the inevitable barrage of changes that confront us and still keep our organizations viable?”
Private funds versus public funds — the ball is in the library's court
Authors: Anne Craft Mary
Published: January 2008

Examines the question of whether private library funds — often acquired by libraries through fundraising efforts — threaten the allocation of local public funds. Reports interviews with US librarians and government officials selected by convenient sampling. It is clear that concerns exist despite earlier statistical studies giving no basis for concern. Discusses protection of funds by means of funding partnerships, certain safeguards in setting up library foundations, and appropriate library advocacy. Lesgislators indicate they are listening to libraries' needs. Suggests that librarians take the initiative in protecting funds.
Non‐financial factors for investors
Authors: Dresser Guy
Published: January 2008

Increasing numbers of companies recognize the importance to their long‐term success of non‐financial measures of business performance. But is the investment community still focusing on purely financial indicators?
ACCOUNTING for PROCESSES
Authors: Hesselschwerdt Paul
Published: January 2008

Aligning key business processes to financial accounts enables companies such as Electrolux to improve both business and financial performance, explains Paul Hesselschwerdt, head of ODI Europe's measurement competency centre.
DIFFICULTIES IN MEASURING THE COST OF POOR OUALITY
Authors: Sörqvist Lars
Published: January 2008

Reducing a company's non‐value creating costs — the cost of poor quality — is one of the best ways of increasing profitability and competitiveness. The potential is considerable. The cost of poor quality usually corresponds to between 10% and 30% of total turnover. But to realize the benefits requires detailed information about the magnitude and distribution of these costs that is often difficult to obtain.
LESSONS FROM THE pyramids
Authors: Curry Jay
Published: January 2008

Companies across the spectrum can benefit from the ten lessons drawn from the use of ‘customer pyramids’, says Jay Curry.
DOW'S QUEST FOR intellectual VALUE
Authors: McConnachie Graham
Published: January 2008

Over the past five years The Dow Chemical Company has developed a framework for the management of its intellectual assets which promotes value creation and growth in its businesses and core competencies.
How Shell refined its ASSET MANAGEMENT
Authors: Garton Ian
Published: January 2008

Shell International Exploration and Production companies have developed an innovative new measurement approach based on asset management. By viewing all activities through an asset holder's eye, what began as an exercise to contain operating costs has enabled Shell to break the company into manageable inter‐related components.
ABB's EVITA PUTS CUSTOMER‐FOCUSED CONTROL CENTRE STAGE
Authors: Lundahl Lennart , Ewing Per
Published: January 2008

Inspired by the Balanced Scorecard, ABB Sweden has run a special ‘Evita’ project to develop a measurement‐based model for business control in all levels of the company.
Sainsbury's checks out benchmarking
Authors: Chaplen Alison , Wignall Jason
Published: January 2008

A streamlined and competitive supply chain is critical to J Sainsbury, one of the UK's largest retail groups. Its logistics division approaches the challenge with a continuous improvement framework developed to give benchmarking a key role.
ACCOUNTING THE LIMITS OF ACCOUNTING
Authors: Miller Peter
Published: January 2008

How to assess the performance of others has been an exercise at the heart of managerial ambitions for much of this century. More recently it has been an insistent demand driving the growth of performance indicators in the UK's public sector. But the accountancy‐based solutions currently favoured place unrealistic expectations on what they can deliver.
BROADER IS BETTER in the single market
Authors: Clayton Tony
Published: January 2008

Before the advent of the single market, Europe's most successful businesses were those which confined their operations to strictly defined market segments or regions. Analysis of corporate performance since then has uncovered hard evidence of a greater ability to compete internationally and achieve the advantages of scale.
Where next for EUROPE?
Authors: De Meyer Arnoud
Published: January 2008

As de‐localization, restructuring, rationalization, delayering and reengineering chip away at the number of jobs in manufacturing, is there still a future for manufacturing in Europe? And if so how does it look? Arnoud De Meyer presents the conclusions of empirical monitoring by INSEAD of Europe's largest manufacturers.
BERLIN'S SUPERMODEL
Authors: Radtke Philipp
Published: January 2008

The Technical University Berlin has developed an application model that builds on the strengths of the European model for business excellence by adding practical steps for its implementation in companies whatever their size or sector.
EXPLOITING the ADVANTAGE of EQUALITY
Authors: Ajadi Ade
Published: January 2008

A framework based on the business excellence model with specific reference to equal opportunities is demonstrating how organizations can improve their staff, customer and community relations while increasing commercial opportunities.
A measure OF MORALITY
Authors: Desmond Peter
Published: January 2008

Measurement is the key to establishing the codes of conduct and shared values that organizations are under increasing social and commercial pressure to embrace, according to Rushworth Kidder, founder of the Institute for Global Ethics. And the search for an ethical framework is of Arthurian significance.
Think before you link
Authors: Bevan Stephen
Published: January 2008

Performance‐driven compensation often fails to deliver fully in terms of productivity and improvement because it is not aligned closely enough or appropriately enough to organizational strategy
THE NEW ECONOMICS
Authors: Downes Larry , Mui Chunka
Published: January 2008

Downsizing, outsourcing and decentralization are all symptoms of a fundamental change in corporate structure triggered by the ‘killer applications’ — revolutionary new goods or services — being spawned by the exponential growth potential of information technology. The secret of why they are threatening the foundation of traditional companies and markets lies in an understanding of the neglected subject of transaction costs.
How businesses factor ENVIRONMENTAL FEATURES
Authors: Earl Graham , Clift Roland
Published: January 2008

Many manufacturers try to differentiate their products from close competitors with environmental claims that carry no independent verification. There is also little or no understanding of how much buyers are prepared to pay in higher prices or ‘trade offs’ for enhanced environmental features. A study of business‐to‐business consumers in the electrical and electronic goods sector set out to quantify how environmental issues factor in purchasing managers decisions.
ACQUISITIONS EVALUATING THE OPERATIONS OF A TAKEOVER TARGET
Authors: Fickle Kate , Reinart Doug
Published: January 2008

The current spate of mergers and acquisitions activity may end in expensive failure unless companies pay closer attention to the operational issues involved in integrating enterprises. A supply‐chain operations reference model exists to support meaningful assessment.
The tracking of KNOWLEDGE MANAGEMENT PRACTICES
Authors: Hull Richard
Published: January 2008

Innovation processes within a company are increasingly important to its strategic management. In generating a greater variety of options for innovation, knowledge management practices (KMPs) are key enablers; mapping them within a unit can pinpoint the most beneficial innovation options. Case study research in five UK companies has developed a set of generic ‘attributes’ for that purpose.
MEASURES OF prototyping paybacks
Authors: Schrage Michael
Published: January 2008

As an organization's ability to innovate cost‐effectively becomes evermore important so too does its need to develop a provocative metrics culture that both complements and reinforces its prototyping culture. In this extract from Serious Play: How the world's best companies simulate to innovate — a book Tom Peters says he wishes he had written — Michael Schrage shows how prototypes are stimulating new thinking about and new practices in innovation metrics.
The Use of Structural Modeling in Organizational Change and Development Research
Authors: Schriesheim Chester A. , Cooke Donna K.
Published: January 2008

A relatively recent advance in analyzing longitudinal data, structural equation modeling with structured means, for examining the impact of organizational change and development interventions, is presented. Some of the limitations of current approaches to analyzing data collected from “experimental” and “control” groups are discussed, along with why structural modeling is particularly useful for real‐world experiments and quasi‐experiments. An illustration is then given, applying this approach to data collected from a team‐building intervention which involved 2,331 employees in 16 plants of a large garment manufacturer. Implications of the research are briefly considered.
The Symbol of the Space Shuttle and the Degeneration of the American Dream
Authors: Schwartz Howard S.
Published: January 2008

The US manned space flight program is interpreted as an expression of American culture. Since the inception of the program one can detect a regression in the projected image from that which the original astronauts built around themselves to that which NASA constructed with Christa McAuliffe — the “teacher‐in‐space”. The first represents the theme of the American attaining immortality through competence. The second, characterized by the “denial of difference,” represents the American as a participant at “Disneyland‐in‐space”. The capacity to manage technological achievement is present in the former and absent in the latter, in which the concept of technology is replaced by the concept of magic. It is suggested that the same cultural regression may be found in the recent history of American organizational culture.
Responding to the New B‐school Challenges: An In‐process Observation
Authors: Slone Ronald R. , LaCava Jerry
Published: January 2008

The new AACSB accreditation standards suggest a change in B‐school operations, from the academic model to the professional school model whereby stakeholder needs are given increasing attention. Also, they require that schools give specific attention to their role and mission. A new dean from the business community — and recent reaccreditation — led Boise State to embark on a comprehensive review of its undergraduate programme. A task force of senior faculty developed a new strategy focus and a process for its implementation. The organizational change is currently in‐process but it has already produced several, useful insights. Most importantly, there is a need for business schools to be learning organizations. This will call into question the continued relevance of six academic paradigms.
Communicating to sub‐cultures: Targeting children and teenagers
Authors: Sachs MaryLee
Published: January 2008

Communicating effectively with youth is tantamount to walking the plank on a snakeboard — even if you can manoeuvre the snakeboard down the plank, you are bound to fall off the end before you can ride it back to the mother ship. Weaving in and out of the increasing advertising and promotional regulations and restrictions, not to mention winning over the cynical mindset of the average teen, can puzzle even the most seasoned communicator, and perhaps therein lies that age‐old problem, the generation gap. A combination of the old adage ‘know your target audience’, an understanding of the public relations opportunities that new and sub‐cultural media provide, and a pinch of ‘street cred’ can help. These days, PR is one of the most effective ways of communicating with young people — by going in through the back door.
An assessment of trends in the client/agency relationship
Authors: Hehir Peter
Published: January 2008

This paper describes the author's views on current and future trends in the relationship between public relations consultancies and their clients. A number of such trends are identified including longer‐term contracts, the growth of international assignments, more demanding clients and strategic consultancies.