ALBERT

Notes: Coexisting Ca-poor and Ca-rich pyroxenes in granulites at Cape Riche, in the Precambrian Albany-Fraser Province, Western Australia, are dominantly chemically homogeneous within individual samples, suggesting a major episode of equilibration. However, occasional grains in a few samples contain exsolved domains interpreted as relics of an earlier, higher-T assemblage. Pyroxene pairs in ten, presumably isothermal, samples from a restricted area are used to (i) assess the suitability of several versions of the two-pyroxene thermometer for application to metamorphic rocks, and (ii) determine the thermal history of the Cape Riche pyroxenes.The various versions of the two-pyroxene thermometer applied to the well-equilibrated homogeneous pyroxene grains show poor to good precision and yield mean temperatures varying widely from 683° to 893°C, in the following order of increasing T: Lindsley (1983; opx version), 683°± 11°C; Kretz (1982; KD version), 705°± 19°C; Ross & Huebner (1975), 709°± 30°C; Kretz (1982; solvus version), 735°± 24°C; Fonarev & Graphchikov (1982; opx version), 〈750°C; Lindsley (1983; cpx version), 784°± 40°C; Fonarev & Graphchikov (1982; cpx version), ~820°± 30°C; Wood & Banno (1973), 849°± 16°C; Powell (1978), 854°± 23°C; Wells (1977), 893°± 10°C. Independent T estimates, based on mafic assemblages and garnet-biotite thermometry, suggest that the major episode of metamorphism occurred at 700-800°C (P ~ 5 kbar). Therefore the Wells, Powell, Wood & Banno and Fonarev & Graphchikov (cpx) temperatures are almost certainly too high. In the absence of a more precise independent T estimate it is difficult to assess the relative merits of the results obtained from the remaining versions of the two-pyroxene thermometer, none of which can be unequivocally demonstrated to be seriously in error, though the Lindsley (opx) T is probably too low. Other significant shortcomings evident in the results include the relatively poor precision obtained from the three methods based on purely graphical representation of the augite limb of the solvus (i.e., the Ross & Huebner, Fonarev & Graphchikov (cpx) and Lindsley (cpx) versions), and the apparent dependence of derived T on Mg/Fe2+ ratio for the Powell, Wood & Banno and Lindsley (cpx) methods.For the bulk compositions of exsolved domains, the different versions of the two-pyroxene thermometer yield mean temperatures 23° to 82°C (overall mean, 65°C) higher than for homogeneous grains in the same samples. These exsolved domains are interpreted as relics of a higher-T (peak?) metamorphic assemblage, rather than an igneous precursor.

Notes: It is widely believed that large size creates problems for industrial relations and, conversely, that small size is beneficial. There has been little research relating size and workers' attitudes—this article reports the findings from a study in 24 factories in British manufacturing industry.

Notes: In this article the author assesses the difficulties facing democracy in the British Retail Co-operative Movement, with special reference to the role of employees on boards of directors.

Notes: This paper examines the relationship between the Chief Executive of a CO-operative retail society and his Board of Directors. It takes for its starting point three critical activities of the Chief Executive, i.e. the achievement of society objectives; the maintenance of the internal stability of the society and the adaptation of the society to the external environment.Two factors which influence the performance of these activities are the Chief Executive's orientation to society performance and his relationship with his Board.The Chief Executive will tend to be inward-outward in orientation. Factors affecting this will be his previous task experience and organisational experience of which two aspects are important (a) time—the length of service a t lower and middle management level and (b) structure—the degree of delegation. These will affect the Chief Executive Officer's ability to deal with uncertainty in the environment, A third influential factor will be the attitudes and expectations of his Board which will be structured by their perception of democratic control. Finally the nature of the environment will affect the Chief Executive's orientation and his flexibility.In dealing with the problems which face him the Chief Executive is influenced by his reference points, i.e. by the degree of internalisation of co-operative values, and by his beliefs about the rightness of previous decisions.His decision-making is influenced by the interaction of his beliefs and those of his Board and by the depth to which they are held. These beliefs may be seen in two parts, first, relating to the nature of co-operative enterprise and secondly, to the method by which the co-operative enterprise is controlled.Contributing to the depth of internalisation of co-operative beliefs would appear to be their social and political backgrounds. Additional factors for the Chief Executive Officer include length of service in the co-operative movement, non-co-operative experience and his commitment to :managerial values'.On the basis of the differing orientations of the persons concerned, it is possible to hypothesise the development of certain decision-making situations.