Table of contents
Barriers to transformation: Beyond bureaucracy and the market conditions for collaboration in health and social care
Su Maddock, Glenn MorganThe post‐1990 health reforms in health and social care have resulted in quasi‐markets, centralized funding and an acceptance of top‐down managerialism.The analysis of contracting…
Managing risk ‐ achieving protection? The police and probation agendas
Mike NashIn recent years the “protection of the public” has risen to the top of the law and order agenda, fostered by a populist Home Secretary. Not only has the effect been to raise the…
Non‐élite employees’ perceptions of organizational change in English local government
Andy AsquithThis paper deals with the management of complex environmental turbulence and organizational change in English local government. Research has been conducted to assess the…
The role of government in enhancing the competitiveness of developing economies: Selective functional intervention in the Caribbean
Alvin G. WintThis study examines the recent efforts by the governments of two Caribbean countries to enhance the competitiveness of their economies in the context of the framework of the use…
Behavioural and causal influences on individual managerial effectiveness in the Ghanaian public sector
Farhad AnalouiThe last few decades have been notable for the considerable attention which managers and their effectiveness have received. However, despite copious writing and concern for this…
Evaluating the change in social work organization: Rhetoric, institutionalization and political decision making
Rainer GrecaDescribes the reorganization of social services in Munich, Germany, from 1992 to 1996. A model of co‐operation between different providers of public services was introduced. Its…
ISSN:
0951-3558Online date, start – end:
1988Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Professor Rocco Palumbo