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The picture exchange communication system (PECS) is an established communication intervention for non-verbal children with autism. The purpose of this paper is to present an evaluation of a computer-based PECS approach, in which young non-verbal children with autism respond to an on-screen “virtual tutor” through the manipulation of picture/symbol cards. The paper presents research to investigate how the virtual tutor’s voice influences the children’s participation and performance.

Eight non-verbal children between six and nine years old and with a diagnosis of autism were presented with a series of computer-based activities, using a virtual tutor with either a natural or synthetic voice, in two separate sessions. Data were gathered using a within-participants counterbalanced design to control against variations between individuals and effects of presentation order.

Analysis of the children’s responses suggest that they were able to use the system more effectively when the virtual tutor had a synthetic voice, rather than a human voice. The findings demonstrate that a computer-based virtual tutor can provide an engaging method of supporting symbol-based communication for non-verbal children with autism, and that a synthetic voice type was preferable for the sessions undertaken.

Investigations of voice type and its influence on non-verbal children’s participation and performance have so far provided inconclusive results (Ramdoss, 2013). This research suggests that the voice type is an important feature of the learning experience of non-verbal children with autism, and can have a significant influence on their participation and performance in virtual tutor-led learning.

An individual's advancement in a meritocratic hierarchy may depend on his or her willingness to ingratiate themselves with others.

Ironically, the business challenges which require many senior executives to develop greater personal flexibility and adaptability often reduce the time available for personal development. An approach to assessing executive‐level development needs, which is both time‐and cost‐effective, is described. A framework for successful development, the determination of company expectation, establishment of the personal change context, auditing of personal strengths and development needs, and a development‐planning process is outlined. A summary model of the entire process concludes.

FROM THE GROWING NEED, AS IDENTIFIED BY OUR COMPANY'S managers and specialists for more skills training in interviewing, a small team (the authors of this article) set out to examine what Central Training Services were now offering in this area and how it could be improved. Existing at the time were two modules concerned with specific types of interview, selection and appraisal. Each module discussed their processes in relation to the company and both included role‐playing interviewing with feedback using CCTV and behaviour analysis. Related sessions were also included on management, supervisory and sales courses under such titles as ‘interpersonal skills and communications’.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

“The U.N. once dealt only with governments. By now we know that peace and prosperity cannot be achieved without partnership involving governments, international organizations, the business community and civil society. In todayʼs world we depend on each other.” Kofi Annan, UN Secretary (1999).

Alan Walker, 60‐year‐old chairman of Bass Charrington, faced the unenviable task of merging several brewing firms of widely differing character. Ken Gooding talks to the man behind those ‘two lovely red doors’ about modernizing our most tradition‐bound industry. Pictures by Roger Jones.

Executives are taking over country houses, changing the character of rural Britain. With properties extremely limited and costs soaring, the market is likely to dry up in a few years. Ian Mandle reports; pictures by Roger Jones.

Management Decision

Work and Individualism The culture of Westernised society is work centred and individualistic. Work is basic to all societies in the sense that men must work to live. In Westernised society however work has acquired much more than a purely instrumental significance. A person's occupation largely determines his income, his social status, the kind of locality and house he lives in, and it will exert considerable influence over his social and political attitudes. Many professional people attempt to express their own individuality and superiority through occupational achievement. The duality of work and ambition finds a natural fusion in the concept of a career. A career conscious person ceases to regard his work instrumentally. Work becomes an end in itself. Failure to meet career expectations often strikes at the roots of an individual's self‐esteem because his image of himself is to such a large extent forged out of his occupational experience.