Christopher Huxley

This comprehensive and exciting new text covers all of the syllabus requirements of the NSW Board of Studies HSC course in Earth and Environmental Science. Featuring global, Australian and NSW contexts it provides extensive coverage of core and elective topics and contains up-to-date information with special attention given to providing material for those areas of the syllabus that teachers have found difficult to resource. Also it gives clear sets of outcomes for each section of the text and includes numerous exercises and practical activities with a range of difficulty to address the needs of all students. Students will develop an appreciation of natural phenomena and human interactions with the natural world.

Earth and Environmental Science is a comprehensive course text for HSC Earth and Environmental Science students. It is specifically designed to meet the requirements of the Preliminary Earth and Environmental Science course in NSW and build a solid foundation of knowledge and understanding for the Year 12 HSC course. Students undertaking other courses in Biology and Environmental Science will find the text of value. The text provides a detailed coverage of both global and Australian systems and issues arising from the interaction between humans and the environments they inhabit. It covers the four core modules of the Preliminary course: Planet Earth and its Environment, The Local Environment, Water Issues and The Dynamic Earth. A feature of the text is that related issues are cross referenced in the text. Each chapter features a set of clearly stated knowledge, understanding and skills outcomes related to the content of the chapter.

This study of CAMI Automotive, a unionized joint venture between General Motors and Suzuki, is the most comprehensive ever undertaken of a lean production plant. James Rinehart, Christopher Huxley, and David Robertson address a topic that has inspired fierce debate in industrial relations, sociology, labor studies, and human resource management. Heralded as a model of lean production when it opened in 1989, CAMI promised workers something different from traditional plants—a humane environment, empowerment, and cooperative labor-management relations. However, the enthusiasm workers felt during the orientation and early phases of production steadily declined, as did their involvement in participatory activities. Workers came to describe CAMI as "just another car factory." Union challenges and shopfloor resistance to key elements of the lean system grew, capped by a five-week strike in 1992. The authors attribute workers' disillusionment to lean production itself rather than to North American managers' inadequate implementation.