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Earlier this year the Department of Education and Science sent out Circular 14/64 requesting information about the intention of colleges to provide courses for the training of training officers. As a result of the information received, Circular 33/64 was issued on 23rd October 1964.

In this chapter, the authors explore the impact of Covid-19 on craft beer in the here-and-now of the pandemic by examining responses of Scottish (UK) brewers to it. The authors’ aim is to organise their responses to the situation in which they find themselves with the objective of making fresh sense of the dynamics of organising during a global pandemic. In pursuit of fresh insight to all of this, the authors seek to illuminate what Covid-19 can do to/for breweries and to know the world differently (through recognising more than one way of knowing). So, to enrich the reader’s understanding of organising in the haecceity of responding to and dealing with Covid-19, the authors’ method of inquiry involves integrating empirical materials from brewery social media activities with poetic transcription from interviews with brewers. The authors find support for the view that such integration of findings through research poetry clothes the social media content findings and neither approach dominates the other. Potential implications for future beer studies from the field of poetry are discussed in light of the new comings-together in this chapter.

Although ethical custom has long recognized man’s responsibility to the environment, the contribution of traditional economic entrepreneurship to the sustainability challenge has been limited. Indeed, it can be shown to have had a negative impact at times and although new business models have been introduced, addressing environmental, humane and social issues, questions have been raised about whether entrepreneurship and sustainability are compatible. Accordingly, this chapter proposes a new business model that integrates or harmonizes these four more traditional entrepreneurship models currently applied independently. The model is founded on general systems thinking and the principle of harmony. It is based on a case study of real-life commercial startup operation, SEKEM Holding in Egypt. The case, which is based on secondary data and non-participant observation, is discussed in detail as is the resultant proposed Harmonious Entrepreneurship model. A definition is provided together with three further case examples that exemplify and demonstrate the model in different geographical and sectoral contexts. Each is based on a “bleeding edge,” innovative technological solution to the problem being addressed and the study concludes that:

• for entrepreneurship to address the sustainability challenge successfully a new entrepreneurship paradigm is needed that abandons the Friedman doctrine of being about making as much money as possible;

• the paradigm should incorporate systems thinking and operate both ethically and in accordance with the harmony principle, ensuring that profit, people and planet are harmonized; and

• the model can be implemented simultaneously, and not incrementally as previous research has suggested.

for entrepreneurship to address the sustainability challenge successfully a new entrepreneurship paradigm is needed that abandons the Friedman doctrine of being about making as much money as possible;

the paradigm should incorporate systems thinking and operate both ethically and in accordance with the harmony principle, ensuring that profit, people and planet are harmonized; and

the model can be implemented simultaneously, and not incrementally as previous research has suggested.

The healthcare system in the USA is undergoing unprecedented change and its share of unintended consequences. This paper explores the leadership role of the physician in transforming the present culture of healthcare to restore, refine and preserve its traditional care components.

The literature on change, organizational culture and leadership is leveraged to describe the structural interdependencies and dynamic complexity of the present healthcare system and to suggest how physicians can strengthen the care components of the healthcare culture.

When an organization’s culture does not support internal integration and external adaptation, it is the responsibility of leadership to transform it. Leaders can influence culture to strengthen the care components of the healthcare system. The centrality of professionalism in the delivery of patient services places a moral, societal and ethical responsibility on physicians to lead a revitalization of the care culture.

This paper focuses on cultural issues in healthcare and provides options and guidance for physicians as they attempt to lead and manage the context in which services are delivered.

The Competing Values Framework, the major interdependent domains and five principal mechanisms for leaders to embed and fine tune culture serve as the main tenets for describing the ongoing changes in healthcare and defining the role of the physician as leaders and advocates for the Patient Care Culture.

The purpose of this paper pertains to the implementation of an occupational therapy service within a newly‐established medium secure service for 16 men with intellectual disabilities and additional diagnosis of personality disorder located in the North West of England.

This is a general review, providing a descriptive account of the development and implementation of an occupational therapeutic provision for men residing in a medium secure unit with a dual diagnosis of intellectual disability and personality disorder and a service user account of its efficacy.

The paper seeks to illustrate the efficacy of occupational therapy implemented by a specifically recruited and trained staff team, describing engagement in meaningful, bespoke programmes of occupation used to assist service users to address deficit areas via mutual engagement in activities, serving to facilitate the formation and development of positive and trusting relationships between service users and staff. The impact of the service is described from a service user's perspective.

There is very little literature relating to those with intellectual disability also diagnosed with personality disorder. There appears to be no specific study of occupational therapy amongst those with dual diagnosis of intellectual disability and personality disorder. This paper is therefore unique in its approach and provides an overview of both the process and method used to implement occupational therapy, as well as a service user perspective and an illustration of its efficacy in a medium secure setting.

The paper attempts to synthesise the features of the model for quality management in education based on the approaches spelt out in four well‐articulated methodologies for the practice of quality in higher education. Each methodology contributes to different views of education from the learners’ and the institution's perspectives, providing elements for the model. The thrust of the model is a “transformative” approach to bring about a fundamental change in students’ understanding. In the opinion of the authors the four approaches lend themselves to be synergistically combined to form the elements of the model, which establishes the basis for quality in education in universities. This provides a prima facie validity for the synthesis of a model. A more comprehensive specification for a model for quality could be developed based on an extensive study of educational research literature.

Outlines the history of St Deiniol’s Library, Hawarden, UK which celebrated its centenary in 1996. States how the library was essentially the product of the retirement, between 1894 and 1898, of the great Victorian statesman, W.E. Gladstone. Seeks to describe the last efforts of the “Grand Old Man” (GOM) ‐ liberated finally from the responsibilities of high political office ‐ to create at his beloved Hawarden a fitting memorial to those values of study and learning which had always been close to his life and his character. Today a recognized theological college of the Church of England, the Library (still containing 30,000 of Gladstone’s own books) nevertheless persists essentially as a reflection of Gladstone’s own mind and outlook. It is also a residential library: perhaps the only one of its kind in the world. Still attracting readers from all over the world, it may help to remind us that Gladstone himself might have made a good librarian, as well as a good Prime Minister, or even a good Archbishop of Canterbury.

The article is intended to consider how entrepreneurship needs to adapt if it is to address the global sustainability challenge. The intention is to propose a new business model that recognises the interconnectedness of the global ecosystem.

The article analyses two case studies purposively written to demonstrate the difference between the traditional entrepreneurship approach, dating back to the 19th century and the proposed harmonised one. Both cases are based on secondary data and personal field observation.

While the two cases focus on wealth creation, job generation and innovation, the traditional approach is shown to have had a long-term deleterious impact on both society and the environment, whereas the proposed harmonised approach impacts positively. The article recognises the multifaceted nature of the sustainability challenge and that the three elements (economy/commerce, society and environment) are interconnected. If there is a change in the status of one the other, connected facets will change or will need to be changed. Thus any solution needs to address all three facets.

The proposed business model will be of interest to scholars and practitioners of entrepreneurship and sustainability, as well as to policy makers and educators.

Apart from proposing a new business model that will address the sustainability challenge, the article provides a definition of harmonious entrepreneurship and identifies the conditions required for it to be met, as well as the characteristics of the harmonious entrepreneur.

The purpose of this paper is to present a reflexive review of ANTi-History written as a reply to a critique by James Reveley, published in the Journal of Management History, called “Firm objects: new realist insights into the sociohistorical ontology of the business enterprise.”

Reveley’s critique of ANTi-History focuses on three aspects, namely, matters of ontology, actors and relationalism. Using the logic of ANTi-History, the author reviews each and offers a reply.

This paper demonstrates that ANTi-History is inspired by amodern thought. This condition negates the need and desire to classify social and physical objects in the study of history. Drawing on Actor-Network Theory, ANTi-History assumes that historical actors are heterogeneous, and the consequence is that both human and nonhuman actors should feature in the study of history. The focus, in using ANTi-History, should be in-between the human and nonhuman actors that make up the past and history. This is the premise of using a relational lens.

The review of ANTi-History is structured as a reply to critiques of the approach. In reflecting on these criticisms, the author realizes that ANTi-History has gotten beyond its originators. As one of those originators, the author inspired to continue to develop its strange potential.