Whatever opportunities exist for starting-up, enriching or expanding manufacturing enterprises, success will depend upon some revision of industrial and national cultures that have affected indigenous British companies since the Industrial Revolution. The way in which the popular media has misreported the modern history of British manufacturing has confused the profitable examination of (a) industrial management, (b) the political direction of national culture and (c) the human relationships at and across all levels within small, medium and large companies. This has led to considered recommendations for the redirection of these cultures within the book's final chapter, as well as an appendix-case-study focussing on the expansion of a single industry-sector's medium sized firms that might be involved in major technological change. This book will gain acceptance as total reliance on scientific method in the 'social sciences' decreases, and there is increasing interest in the 'cultural critique' within management, sociology and political studies at the university faculties and business schools of these disciplines. The subject matter of UK manufacturing is also rapidly increasing with the disenchantment with the financial sector of industry, and its proposed restructuring, making the book especially topical. The book's scope and content is to reveal the discordant cultures operating in schools and universities, industry and government, alongside the negative social and economic influences in UK national culture, which inhibit manufacturing revival.