┆Subjects include (transcript page numbers given in brackets; first side of recording ends on page 15): task of integrating Routledge and Kegan Paul into ABP, including United States operations and problems arising from opening of new stock warehouse at Andover (3-5); comparative lack of formal editorial career structure (6-7); progression of women and men to editorial work from secretarial and sales work respectively (8-9); comparative lack of interest in publishing from outside the industry (9); informal management style of John Naylor when head of Methuen Tavistock (10-11); editors' involvement in forward planning (11-12); lack of formal staff assessment system (13-14); assessment of editors by David Croom according to their contribution to turnover (14-15); continued separate identity of imprints within academic division (15-16); lack of competition between them (16-17); problems with distribution and financial operations arising out of acquisition of Routledge and Kegan Paul (17-18); lack of access to historic sales figures during introduction of Vista computer system in mid-1980s (19); integration of Methuen Tavistock and Routledge and Kegan Paul production departments (20); lack of links with other publishing divisions in ABP (20-21); inability to make equipment purchases or recruit staff without top management's approval (21-23); links with sales, marketing, personnel and computing departments (23-26); inadequate training in use of information technology (26-27); variable usefulness of training courses provided by the Publishing Association and others (27-28); informal links with other publishers (28); competition in academic publishing from Basil Blackwell and other firms (28-30); inability to make quantitative comparisons with competitors (30).