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The very high rate of infant mortality and the profound effects of malnutrition during infancy on the physique in after life are of such national importance that no excuse is needed for referring to a subject which has been much to the fore of late, and has figured prominently in medical literature as well as in the columns of the daily press. The fact that about two‐thirds of the total infant mortality is due to diarrhœa is quite enough to show that the danger is not an imaginary one.

Meetings are an integral function in organizations where interaction between leaders and their employees and thus, leadership, happens. A small but growing area of research within the larger workplace meetings domain has started to focus on the role of leaders in promoting effective and satisfying meetings. This chapter provides an overview of research to date on workplace meetings and leadership, and the authors identified seven studies that paired the two areas. The number of publications focusing on meetings and leadership is increasing, with the older papers largely dedicated to qualitative investigations of leader behaviors associated with successful meetings, whereas the more recent papers take a more theoretical and quantitative approach, yet are nonetheless largely isolated from one another. Next, the authors review five theories of leadership (full range of leadership, charismatic leadership, servant leadership, exploitative leadership, and followership), and relate each of the theories to workplace meetings, with a key focus on how the theory may impact subordinates’ perceptions of meetings as well as the utility of meetings for team and organizational functioning. The authors propose seven areas throughout the chapter that future research could explore to extend knowledge about how leadership operates in meetings and how meetings are an important aspect to consider with respect to leadership theories. Primary theoretical contributions are the integration of existing work on leadership and meetings and theoretically based propositions for future research.

The first statutory meeting of the Pure Food and Health Society of Great Britain was held on October 16 at the registered offices of the Society, 20, Hanover Square, W. LORD CAMOYS, Chairman of the Executive Committee, presided. In opening the meeting LORD CAMOYS said:—

Researchers have investigated the link between business strategy and performance, the process of resource acquisition and employment, and issues associated with strategy implementation. However, empirical investigations into the moderating or mediating effects of resource deployment and implementation in the strategy‐performance relationship have been lacking. Data analyzed in the present study lends support for the notion that the appropriate strategy should be aligned with specific resource competencies if the strategy is to be successful.

Integrated care presents health workforce planners with significant uncertainty. This results from: (1) these workforces are likely in the future to be different from the present, (2) integrated care's variable definitions and (3) workforce policy and planning is not familiar with addressing such challenges. One means to deal with uncertainty is scenario analysis. In this study we reveal some integration-supportive workforce governance and planning policies that were derived from the application of scenario analysis.

Through a mixed methods design that applies content analysis, scenario construction and the policy Delphi method, we analysed a set of New Zealand's older persons health sector workforce scenarios. Developed from data gathered from workforce documents and studies, the scenarios were evaluated by a suitably qualified panel, and derived policy statements were assessed for desirability and feasibility.

One scenario was found to be most favourable, based on its broad focus, inclusion of prevention and references to patient dignity, although funding changes were indicated as necessary for its realisation. The integration-supportive policies are based on promoting network-based care models, patient-centric funding that promotes collaboration and the enhancement of interprofessional education and educator involvement.

Scenario analysis for policy production is rare in health workforce planning. We show how it is possible to identify policies to address an integrated care workforce's development using this method. The article provides value for planners and decision-makers by identifying the pros and cons of future situations and offers guidance on how to reduce uncertainty through policy rehearsal and reflection.