Peter Taylor-Gooby
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780199546701
- eISBN:
- 9780191720420
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199546701.001.0001
- Subject:
- Political Science, Comparative Politics, Political Economy
Recent reforms in welfare states generate new challenges to social citizenship. Social citizenship depends on the readiness of voters to support reciprocity and social inclusion and their trust in ...
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Recent reforms in welfare states generate new challenges to social citizenship. Social citizenship depends on the readiness of voters to support reciprocity and social inclusion and their trust in welfare state institutions as services that will meet their needs. Reform programmes in most western countries combine New Public Management, linking market competition and regulation by targets to achieve greater efficiency and responsiveness to service-users, and welfare-to-work and make-work-pay activation policies to manage labour market change. Both developments rest on a rational actor approach to human motivation. The UK has pursued the reform programme with more vigour than any other major European country and provides a useful object less of its strengths and limitations. The book provides a detailed analytic account of social science approaches to agency. It shows that the rational actor approach has difficulties in explaining how social inclusion and social trust arise. Policies based on it provide weak support for these aspects of citizenship. It is attractive to policy-makers seeking solutions to the problem of improving the efficiency and responsiveness of welfare systems in a more globalised world, in which citizens are more critical and the authority of national governments is in decline. Recent reform programmes were undertaken to meet real pressures on existing patterns of provision. They have been largely successful in maintaining mass services but risk undermining social inclusion and eroding trust in public welfare institutions. In the longer term, they may destroy the social citizenship essential to sustain welfare states.Less
Recent reforms in welfare states generate new challenges to social citizenship. Social citizenship depends on the readiness of voters to support reciprocity and social inclusion and their trust in welfare state institutions as services that will meet their needs. Reform programmes in most western countries combine New Public Management, linking market competition and regulation by targets to achieve greater efficiency and responsiveness to service-users, and welfare-to-work and make-work-pay activation policies to manage labour market change. Both developments rest on a rational actor approach to human motivation. The UK has pursued the reform programme with more vigour than any other major European country and provides a useful object less of its strengths and limitations. The book provides a detailed analytic account of social science approaches to agency. It shows that the rational actor approach has difficulties in explaining how social inclusion and social trust arise. Policies based on it provide weak support for these aspects of citizenship. It is attractive to policy-makers seeking solutions to the problem of improving the efficiency and responsiveness of welfare systems in a more globalised world, in which citizens are more critical and the authority of national governments is in decline. Recent reform programmes were undertaken to meet real pressures on existing patterns of provision. They have been largely successful in maintaining mass services but risk undermining social inclusion and eroding trust in public welfare institutions. In the longer term, they may destroy the social citizenship essential to sustain welfare states.
Alok Kumar and Sushanta K. Chatterjee
- Published in print:
- 2012
- Published Online:
- September 2012
- ISBN:
- 9780198082279
- eISBN:
- 9780199082063
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198082279.003.0017
- Subject:
- Economics and Finance, Development, Growth, and Environmental
The evolution of the electricity industry in India has been supply oriented. Demand Side measures have been elaborated in detail in the Energy Conservation Act of 2001. The Energy Conservation ...
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The evolution of the electricity industry in India has been supply oriented. Demand Side measures have been elaborated in detail in the Energy Conservation Act of 2001. The Energy Conservation together with the Electricity Act, 2003 provides the relevant statutory framework in this regard. The chapter explains this framework and also goes on to elaborate policy provision in this regard. Regulatory initiatives taken so far in this context, have also been touched upon. The chapter concludes by highlighting the future prospects on the Demand side Management.Less
The evolution of the electricity industry in India has been supply oriented. Demand Side measures have been elaborated in detail in the Energy Conservation Act of 2001. The Energy Conservation together with the Electricity Act, 2003 provides the relevant statutory framework in this regard. The chapter explains this framework and also goes on to elaborate policy provision in this regard. Regulatory initiatives taken so far in this context, have also been touched upon. The chapter concludes by highlighting the future prospects on the Demand side Management.
Peter Taylor‐Gooby
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780199546701
- eISBN:
- 9780191720420
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199546701.003.0003
- Subject:
- Political Science, Comparative Politics, Political Economy
This chapter analyses responses to the pressures on social and public provision among European countries and at the level of the EU. It argues that attempts to develop common EU-wide social provision ...
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This chapter analyses responses to the pressures on social and public provision among European countries and at the level of the EU. It argues that attempts to develop common EU-wide social provision have been largely unsuccessful, while EU monetary and open market policies have transformed the economic context. Social policy reforms have developed mainly at the national level, in the shadow of European economic policies. While major differences remain between groupings of countries, two common directions can be identified. Social security benefit, employment, and labour market reforms strengthen work incentives and increasingly put the responsibility on individuals to pursue opportunities actively. New Managerialist policies in health, social care, and other services impose strict targets on providers and introduce competitive quasi-markets. Taken together these new policy directions imply a shift in the assumptions about social citizenship. Those involved as providers and users are expected to act as deliberative and pro-active rational actors, with individual opportunities and incentives playing a major role. Governments become increasingly concerned with equality of opportunity rather than outcome.Less
This chapter analyses responses to the pressures on social and public provision among European countries and at the level of the EU. It argues that attempts to develop common EU-wide social provision have been largely unsuccessful, while EU monetary and open market policies have transformed the economic context. Social policy reforms have developed mainly at the national level, in the shadow of European economic policies. While major differences remain between groupings of countries, two common directions can be identified. Social security benefit, employment, and labour market reforms strengthen work incentives and increasingly put the responsibility on individuals to pursue opportunities actively. New Managerialist policies in health, social care, and other services impose strict targets on providers and introduce competitive quasi-markets. Taken together these new policy directions imply a shift in the assumptions about social citizenship. Those involved as providers and users are expected to act as deliberative and pro-active rational actors, with individual opportunities and incentives playing a major role. Governments become increasingly concerned with equality of opportunity rather than outcome.
Peter Taylor‐Gooby
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780199546701
- eISBN:
- 9780191720420
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199546701.003.0007
- Subject:
- Political Science, Comparative Politics, Political Economy
For a number of reasons the reframing of social citizenship has been pursued more rapidly in the UK than in most other countries, so that national experience offers a useful object lesson in the ...
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For a number of reasons the reframing of social citizenship has been pursued more rapidly in the UK than in most other countries, so that national experience offers a useful object lesson in the strengths and weaknesses of rational actor reforms in the European context. This chapter analyses the reframing process in detail under successive governments, paying attention to the institutional structure of government departments, the part played by the Treasury, and the understanding of the challenges by the chief policy actors. It discusses the logic of policy reform in official documents and shows how rational actor assumptions predominate. The problems identified in relation to the new policies are chiefly to do with the difficulties of structuring incentives appropriately and of establishing a level playing field for equal opportunity policies. The issues that provider incentives may focus on the competitive advantage of their particular agency rather than public benefit, social inclusion may receive little support, and the value basis of social trust may be damaged receive insufficient recognition.Less
For a number of reasons the reframing of social citizenship has been pursued more rapidly in the UK than in most other countries, so that national experience offers a useful object lesson in the strengths and weaknesses of rational actor reforms in the European context. This chapter analyses the reframing process in detail under successive governments, paying attention to the institutional structure of government departments, the part played by the Treasury, and the understanding of the challenges by the chief policy actors. It discusses the logic of policy reform in official documents and shows how rational actor assumptions predominate. The problems identified in relation to the new policies are chiefly to do with the difficulties of structuring incentives appropriately and of establishing a level playing field for equal opportunity policies. The issues that provider incentives may focus on the competitive advantage of their particular agency rather than public benefit, social inclusion may receive little support, and the value basis of social trust may be damaged receive insufficient recognition.
Peter Taylor‐Gooby
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780199546701
- eISBN:
- 9780191720420
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199546701.003.0008
- Subject:
- Political Science, Comparative Politics, Political Economy
Chapters 8 and 9 seek to anchor the analysis of the previous three chapters in a concrete policy context by considering the impact of recent reforms in the field of UK health care. The NHS is the ...
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Chapters 8 and 9 seek to anchor the analysis of the previous three chapters in a concrete policy context by considering the impact of recent reforms in the field of UK health care. The NHS is the flagship of the British welfare state and at the heart of public sector reform. A New Public Management system (quasi-markets, strict targets and strong incentives for managers, regulation of quality from the centre, and better information for users) has transformed the service. Comparisons of changes in provision over time and between regions of the UK indicate considerable improvement at a time of increasing pressure on health care. However, these gains rest on substantially increased resources and there has been little improvement in cost-efficiency and productivity. Improvements for disadvantaged minorities are much less impressive. Public attitudes and responses display considerable disquiet with the reform programme, particularly in relation to confidence and trust.Less
Chapters 8 and 9 seek to anchor the analysis of the previous three chapters in a concrete policy context by considering the impact of recent reforms in the field of UK health care. The NHS is the flagship of the British welfare state and at the heart of public sector reform. A New Public Management system (quasi-markets, strict targets and strong incentives for managers, regulation of quality from the centre, and better information for users) has transformed the service. Comparisons of changes in provision over time and between regions of the UK indicate considerable improvement at a time of increasing pressure on health care. However, these gains rest on substantially increased resources and there has been little improvement in cost-efficiency and productivity. Improvements for disadvantaged minorities are much less impressive. Public attitudes and responses display considerable disquiet with the reform programme, particularly in relation to confidence and trust.
Christopher Hood, Colin Scott, Oliver James, George Jones, and Tony Travers
- Published in print:
- 1999
- Published Online:
- November 2003
- ISBN:
- 9780198280996
- eISBN:
- 9780191599491
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0198280998.003.0009
- Subject:
- Political Science, UK Politics
Examines the relationship between new public management (NPM) reforms and regulation inside government. It charts the changes in regulatory style over a 20‐year period. The relaxation of controls ...
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Examines the relationship between new public management (NPM) reforms and regulation inside government. It charts the changes in regulatory style over a 20‐year period. The relaxation of controls associated with NPM has often been accompanied by the tightening of other forms of control.Less
Examines the relationship between new public management (NPM) reforms and regulation inside government. It charts the changes in regulatory style over a 20‐year period. The relaxation of controls associated with NPM has often been accompanied by the tightening of other forms of control.
Rosemary Deem, Sam Hillyard, and Michael Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.001.0001
- Subject:
- Business and Management, Knowledge Management
The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and ...
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The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and a growing ‘target culture’ has changed the way they work. Increasingly universities have transformed from ‘communities of scholars’ to ‘workplaces’. The organization and administration of universities has seen a corresponding prevalence of ideas and strategies drawn from the ‘New Public Management’ ideology in response, promoting a more ‘business-focussed’ approach in the management of public services. This book examines the issues that these changes have had on academics, both as the ‘knowledge-workers’ managed, and the ‘manager-academic’. It draws on a study of academics holding management roles in sixteen UK universities, exploring their career histories and trajectories, and providing accounts of their values, practices, relationships with others, and their training and development as managers. Examining debates around ‘New Public Management’, knowledge management, and knowledge workers, the wider implications of these themes for policy innovation and strategy in HE and the public sector more generally are considered, developing a critical response to recent approaches to managing public services, and practical suggestions for improvements which could be made to the training and support of senior and middle managers in universities.Less
The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and a growing ‘target culture’ has changed the way they work. Increasingly universities have transformed from ‘communities of scholars’ to ‘workplaces’. The organization and administration of universities has seen a corresponding prevalence of ideas and strategies drawn from the ‘New Public Management’ ideology in response, promoting a more ‘business-focussed’ approach in the management of public services. This book examines the issues that these changes have had on academics, both as the ‘knowledge-workers’ managed, and the ‘manager-academic’. It draws on a study of academics holding management roles in sixteen UK universities, exploring their career histories and trajectories, and providing accounts of their values, practices, relationships with others, and their training and development as managers. Examining debates around ‘New Public Management’, knowledge management, and knowledge workers, the wider implications of these themes for policy innovation and strategy in HE and the public sector more generally are considered, developing a critical response to recent approaches to managing public services, and practical suggestions for improvements which could be made to the training and support of senior and middle managers in universities.
Rosemary Deem, Sam Hillyard, and Mike Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.003.0001
- Subject:
- Business and Management, Knowledge Management
This chapter has five purposes. First, to provide a general theoretical orientation and framework to analyse changes in UK higher education at the institutional, organizational, and individual ...
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This chapter has five purposes. First, to provide a general theoretical orientation and framework to analyse changes in UK higher education at the institutional, organizational, and individual academic and manager-academic levels. Second, to provide an analytical narrative about the emergence and subsequent development of ‘New Managerialism’ (NM). Third, to review the discursive strategies and control technologies embodied in different formulations of NM and New Public Management (NPM). Fourth, to identify and assess the endemic contradictions, tensions, and conflicts within and between these discursive strategies and control technologies, as well as their broader implications for longer-term institutional change and organizational innovation. Fifth, to provide an initial interpretation of the process of ‘hybridization’ in public services domains and organizationals, and its wider significance for the development of universities as ‘knowledge-intensive organizations’.Less
This chapter has five purposes. First, to provide a general theoretical orientation and framework to analyse changes in UK higher education at the institutional, organizational, and individual academic and manager-academic levels. Second, to provide an analytical narrative about the emergence and subsequent development of ‘New Managerialism’ (NM). Third, to review the discursive strategies and control technologies embodied in different formulations of NM and New Public Management (NPM). Fourth, to identify and assess the endemic contradictions, tensions, and conflicts within and between these discursive strategies and control technologies, as well as their broader implications for longer-term institutional change and organizational innovation. Fifth, to provide an initial interpretation of the process of ‘hybridization’ in public services domains and organizationals, and its wider significance for the development of universities as ‘knowledge-intensive organizations’.
Don Rose and Cam Patterson
- Published in print:
- 2016
- Published Online:
- May 2016
- ISBN:
- 9781469625263
- eISBN:
- 9781469625287
- Item type:
- chapter
- Publisher:
- University of North Carolina Press
- DOI:
- 10.5149/northcarolina/9781469625263.003.0003
- Subject:
- Business and Management, Innovation
A university startup has a number of characteristics, many of which are common to any startup. Central to the startup is the business model, the mechanism by which the company will create, market, ...
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A university startup has a number of characteristics, many of which are common to any startup. Central to the startup is the business model, the mechanism by which the company will create, market, and sell products and services in exchange for money from the customer. In addition, university startups involve many discrete operations including technology development, product development, sales and marketing, and manufacturing. The university startup is set in the context of an ecosystem composed of the university, people, and money. The university provides the innovation, usually in the form of intellectual property by way of a license, around which the startup is formed. People provide the expertise, management, judgement, decision-making, advice, and connections essential for launching and growing a startup. Money is the fuel to build the startup. It comes in two basic forms: dilutive and non-dilutive. The former involving a sharing of the company ownership and the latter not.Less
A university startup has a number of characteristics, many of which are common to any startup. Central to the startup is the business model, the mechanism by which the company will create, market, and sell products and services in exchange for money from the customer. In addition, university startups involve many discrete operations including technology development, product development, sales and marketing, and manufacturing. The university startup is set in the context of an ecosystem composed of the university, people, and money. The university provides the innovation, usually in the form of intellectual property by way of a license, around which the startup is formed. People provide the expertise, management, judgement, decision-making, advice, and connections essential for launching and growing a startup. Money is the fuel to build the startup. It comes in two basic forms: dilutive and non-dilutive. The former involving a sharing of the company ownership and the latter not.
Don Rose and Cam Patterson
- Published in print:
- 2016
- Published Online:
- May 2016
- ISBN:
- 9781469625263
- eISBN:
- 9781469625287
- Item type:
- chapter
- Publisher:
- University of North Carolina Press
- DOI:
- 10.5149/northcarolina/9781469625263.003.0004
- Subject:
- Business and Management, Innovation
Spinning a company out of the university, based on university scientific research involves a number of key steps: Recognizing the Opportunity Disclosure to the University Filing for IP Protection ...
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Spinning a company out of the university, based on university scientific research involves a number of key steps: Recognizing the Opportunity Disclosure to the University Filing for IP Protection Recruiting Advisors and Mentors Developing the Business Case Forming the Company Building the Management Team Licensing the Intellectual Property Gathering Market Information Defining and Refining the Business Model Early-Stage Marketing Writing The Business Plan Raising Initial Capital Finding Space Raising Growth Capital Developing the Product Engaging the Customer: Marketing, Sales, and Business Development Establishing Manufacturing The Exit Each step is considered in detail with practical recommendations based on the authors’ experience.Less
Spinning a company out of the university, based on university scientific research involves a number of key steps: Recognizing the Opportunity Disclosure to the University Filing for IP Protection Recruiting Advisors and Mentors Developing the Business Case Forming the Company Building the Management Team Licensing the Intellectual Property Gathering Market Information Defining and Refining the Business Model Early-Stage Marketing Writing The Business Plan Raising Initial Capital Finding Space Raising Growth Capital Developing the Product Engaging the Customer: Marketing, Sales, and Business Development Establishing Manufacturing The Exit Each step is considered in detail with practical recommendations based on the authors’ experience.
Michael J Lannoo
- Published in print:
- 2010
- Published Online:
- March 2012
- ISBN:
- 9780520264786
- eISBN:
- 9780520946064
- Item type:
- chapter
- Publisher:
- University of California Press
- DOI:
- 10.1525/california/9780520264786.003.0005
- Subject:
- History, History of Science, Technology, and Medicine
Aldo Leopold's Report on a Game Survey of the North Central States received nearly universally positive reviews. He followed it up with Game Management, a larger book detailing the history, theory, ...
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Aldo Leopold's Report on a Game Survey of the North Central States received nearly universally positive reviews. He followed it up with Game Management, a larger book detailing the history, theory, and practice of game management. Later in 1931, the Sporting Arms and Ammunitions Manufacturers' Institute “loaned” Leopold to the State of Iowa, as Iowa sought to pull together a comprehensive, twenty-five-year plan to guide its newly formed Fish and Game Commission. In December 1931, Charles Scribner's Sons agreed to publish Game Management. In one of the book's three sections entitled “Management Technique,” Leopold outlined the tools available to the game manager, from the creation of refuges to the control of habitat, hunting, and predation. With the publication of Game Management, Leopold invented the field of wildlife biology.Less
Aldo Leopold's Report on a Game Survey of the North Central States received nearly universally positive reviews. He followed it up with Game Management, a larger book detailing the history, theory, and practice of game management. Later in 1931, the Sporting Arms and Ammunitions Manufacturers' Institute “loaned” Leopold to the State of Iowa, as Iowa sought to pull together a comprehensive, twenty-five-year plan to guide its newly formed Fish and Game Commission. In December 1931, Charles Scribner's Sons agreed to publish Game Management. In one of the book's three sections entitled “Management Technique,” Leopold outlined the tools available to the game manager, from the creation of refuges to the control of habitat, hunting, and predation. With the publication of Game Management, Leopold invented the field of wildlife biology.
Thomas Docherty
- Published in print:
- 2018
- Published Online:
- January 2019
- ISBN:
- 9781526132741
- eISBN:
- 9781526138965
- Item type:
- book
- Publisher:
- Manchester University Press
- DOI:
- 10.7228/manchester/9781526132741.001.0001
- Subject:
- Education, Educational Policy and Politics
This book addresses the condition of the university today. There has been a fundamental betrayal of the institution by the political class, perverting it from its proper social and cultural ...
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This book addresses the condition of the university today. There has been a fundamental betrayal of the institution by the political class, perverting it from its proper social and cultural functions. The betrayal has narrowed the scope of the university, through the commercial financialisation of knowledge as such. In short, the sector has been politicized, and now works explicitly to advance and serve a market-fundamentalist ideology. When all human values are measured by money, then wealth is mistaken for ‘the good’. Social, cultural and political corruption follow.
The University’s leadership has become complicit in a yet more fundamental betrayal of society, as an ever-widening wedge is driven between the lives of ordinary citizens and the self-interest of the privileged and wealthy. It is no wonder that ‘experts’ are in the dock today.
In 1927, the philosopher Julien Benda accused intellectuals of treason. His argument was that their thinking had been politicized, polluted by a nationalism that could only culminate in war. In 1939, Nazism explicitly corrupted the University and the intellectuals, demanding ideological allegiance instead of thought. We continue to live through the aftermath of this, only worse: by endorsing an entire ideology of ‘competition’, intellectuals have established a neo-Hobbesian war of all against all as the new cornerstone of societies. This now threatens human ecological survival.
In light of this, the intellectual and the University have a duty to extend democracy and social justice. This book calls upon the intellectual to assist in the survival of the species.Less
This book addresses the condition of the university today. There has been a fundamental betrayal of the institution by the political class, perverting it from its proper social and cultural functions. The betrayal has narrowed the scope of the university, through the commercial financialisation of knowledge as such. In short, the sector has been politicized, and now works explicitly to advance and serve a market-fundamentalist ideology. When all human values are measured by money, then wealth is mistaken for ‘the good’. Social, cultural and political corruption follow.
The University’s leadership has become complicit in a yet more fundamental betrayal of society, as an ever-widening wedge is driven between the lives of ordinary citizens and the self-interest of the privileged and wealthy. It is no wonder that ‘experts’ are in the dock today.
In 1927, the philosopher Julien Benda accused intellectuals of treason. His argument was that their thinking had been politicized, polluted by a nationalism that could only culminate in war. In 1939, Nazism explicitly corrupted the University and the intellectuals, demanding ideological allegiance instead of thought. We continue to live through the aftermath of this, only worse: by endorsing an entire ideology of ‘competition’, intellectuals have established a neo-Hobbesian war of all against all as the new cornerstone of societies. This now threatens human ecological survival.
In light of this, the intellectual and the University have a duty to extend democracy and social justice. This book calls upon the intellectual to assist in the survival of the species.
Arabinda Mishra
- Published in print:
- 2008
- Published Online:
- May 2008
- ISBN:
- 9780199213832
- eISBN:
- 9780191707438
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199213832.003.0015
- Subject:
- Economics and Finance, South and East Asia
The chapter looks at different dimensions of policy failure relating to forest management in the Indian state of Orissa, where village communities have countered the government's devolution-based ...
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The chapter looks at different dimensions of policy failure relating to forest management in the Indian state of Orissa, where village communities have countered the government's devolution-based policies by forming regional federations. A case-study approach is followed to identify the areas where self-initiated community institutions have an advantage over the state-designed alternatives such as Joint Forest Management. The federal framework ensures that the community movement has strength in numbers when dealing with the state and other external agencies. The chapter concludes that in Orissa the state-community relationship is fundamentally altered due to the formation of federations. This requires devolution protagonists in the public policy-making domain to start thinking about building synergies between the state and communities that would serve to bridge the existing ‘trust gap’ between the two parties.Less
The chapter looks at different dimensions of policy failure relating to forest management in the Indian state of Orissa, where village communities have countered the government's devolution-based policies by forming regional federations. A case-study approach is followed to identify the areas where self-initiated community institutions have an advantage over the state-designed alternatives such as Joint Forest Management. The federal framework ensures that the community movement has strength in numbers when dealing with the state and other external agencies. The chapter concludes that in Orissa the state-community relationship is fundamentally altered due to the formation of federations. This requires devolution protagonists in the public policy-making domain to start thinking about building synergies between the state and communities that would serve to bridge the existing ‘trust gap’ between the two parties.
Rucha Ghate
- Published in print:
- 2008
- Published Online:
- May 2008
- ISBN:
- 9780199213832
- eISBN:
- 9780191707438
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199213832.003.0006
- Subject:
- Economics and Finance, South and East Asia
Forest management in India has become accommodative since the forest policy of 1988. Presently, three types of ‘collective action’ based institutions can be found: self-initiated, NGO-promoted, and ...
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Forest management in India has become accommodative since the forest policy of 1988. Presently, three types of ‘collective action’ based institutions can be found: self-initiated, NGO-promoted, and government-sponsored Joint Forest Management (JFM). Despite their common goals of strengthening ecological security and meeting the subsistence biomass needs of the local people, they differ in their strengths and weaknesses. The basic argument is that rather than oscillating between a simplistic either/or model of ‘state’ or ‘village community’, there is a need to conceive of more complex arrangements in which forest areas are protected for multiple objectives, under the joint management of multiple institutions.Less
Forest management in India has become accommodative since the forest policy of 1988. Presently, three types of ‘collective action’ based institutions can be found: self-initiated, NGO-promoted, and government-sponsored Joint Forest Management (JFM). Despite their common goals of strengthening ecological security and meeting the subsistence biomass needs of the local people, they differ in their strengths and weaknesses. The basic argument is that rather than oscillating between a simplistic either/or model of ‘state’ or ‘village community’, there is a need to conceive of more complex arrangements in which forest areas are protected for multiple objectives, under the joint management of multiple institutions.
DONALD A. MARCHAND, WILLIAM J. KETTINGER, and JOHN D. ROLLINS
- Published in print:
- 2002
- Published Online:
- January 2010
- ISBN:
- 9780199252213
- eISBN:
- 9780191714276
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199252213.003.0002
- Subject:
- Business and Management, Information Technology
This chapter examines the three broad schools of management thinking and practice that have, over the course of the last century, shaped the ways people, information, and IT are viewed by managers. ...
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This chapter examines the three broad schools of management thinking and practice that have, over the course of the last century, shaped the ways people, information, and IT are viewed by managers. It reviews the history and evolution of the IT, Information Management, and Behaviour and Control schools, and discovers the few real interactions or connections between the three schools, particularly in recent decades. It postulates that the viewpoints of senior managers concerning the effective use of information were not completely captured within the theories of one individual school of thought. It shows that senior managers had a more complex and comprehensive view of effective information use that integrated dimensions from each of the three schools. It adds that senior managers seem to hold that this higher-level information usage effectiveness idea better predicts business performance than did the singular perspectives of each individual school of thought.Less
This chapter examines the three broad schools of management thinking and practice that have, over the course of the last century, shaped the ways people, information, and IT are viewed by managers. It reviews the history and evolution of the IT, Information Management, and Behaviour and Control schools, and discovers the few real interactions or connections between the three schools, particularly in recent decades. It postulates that the viewpoints of senior managers concerning the effective use of information were not completely captured within the theories of one individual school of thought. It shows that senior managers had a more complex and comprehensive view of effective information use that integrated dimensions from each of the three schools. It adds that senior managers seem to hold that this higher-level information usage effectiveness idea better predicts business performance than did the singular perspectives of each individual school of thought.
Ranald C. Michie
- Published in print:
- 2001
- Published Online:
- November 2003
- ISBN:
- 9780199242559
- eISBN:
- 9780191596643
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0199242550.003.0014
- Subject:
- Economics and Finance, Economic History, Financial Economics
The Big Bang described in the last chapter appeared to have answered the doubts over the future of the London Stock Exchange, but from the late 1980s onwards into the 1990s, it both waned in ...
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The Big Bang described in the last chapter appeared to have answered the doubts over the future of the London Stock Exchange, but from the late 1980s onwards into the 1990s, it both waned in importance within the British financial system and faced increasing competition from rival foreign stock exchanges. This chapter discusses the reasons for this, starting in the first section with relations with government, since one uncertainty was the level of freedom from government control that the Stock Exchange was to enjoy. With the disappearance of the Stock Exchange's quasi‐official status in the 1990s, there still remained doubts over the role that it had to play in the area of securities market supervision, and the next section of the chapter discusses this situation, the effect of the changing nature of its membership, the disaster over settlement services (the replacement of the successful TALISMAN (Transfer Accounting and Lodgement for Investors, Stock Management for Jobbers) by TAURUS (Transfer and Automated Registration of Uncertificated Stock) and the subsequent failure of TAURUS), and the eventual successful replacement of the SEAQ (Stock Exchange Automated Quotations) trading system by the SEQUENCE trading system from 1993 onwards. The third section of the chapter looks at the provision of the market, and the fact that with the proposed introduction of specialists or sole traders in 1992, the Stock Exchange had once again been brought to the attention of the Office of Fair Trading; competition was also forcing a re‐examination of the way the Stock Exchange's market was organized, and this resulted in the introduction in 1997 of order‐driven trading in the form of SETS (Stock Exchange Trading Service); this section also looks at the abandonment of the traded options market to LIFFE (London International Financials Futures Exchange) and of any pretensions to the futures market, the decline of the USM (Unlisted Securities Market) and its replacement by AIM (Alternative Investment Market), negotiations with various foreign stock markets, and the changing investment environment. The last part of the chapter looks specifically at the changing membership of the Stock Exchange.Less
The Big Bang described in the last chapter appeared to have answered the doubts over the future of the London Stock Exchange, but from the late 1980s onwards into the 1990s, it both waned in importance within the British financial system and faced increasing competition from rival foreign stock exchanges. This chapter discusses the reasons for this, starting in the first section with relations with government, since one uncertainty was the level of freedom from government control that the Stock Exchange was to enjoy. With the disappearance of the Stock Exchange's quasi‐official status in the 1990s, there still remained doubts over the role that it had to play in the area of securities market supervision, and the next section of the chapter discusses this situation, the effect of the changing nature of its membership, the disaster over settlement services (the replacement of the successful TALISMAN (Transfer Accounting and Lodgement for Investors, Stock Management for Jobbers) by TAURUS (Transfer and Automated Registration of Uncertificated Stock) and the subsequent failure of TAURUS), and the eventual successful replacement of the SEAQ (Stock Exchange Automated Quotations) trading system by the SEQUENCE trading system from 1993 onwards. The third section of the chapter looks at the provision of the market, and the fact that with the proposed introduction of specialists or sole traders in 1992, the Stock Exchange had once again been brought to the attention of the Office of Fair Trading; competition was also forcing a re‐examination of the way the Stock Exchange's market was organized, and this resulted in the introduction in 1997 of order‐driven trading in the form of SETS (Stock Exchange Trading Service); this section also looks at the abandonment of the traded options market to LIFFE (London International Financials Futures Exchange) and of any pretensions to the futures market, the decline of the USM (Unlisted Securities Market) and its replacement by AIM (Alternative Investment Market), negotiations with various foreign stock markets, and the changing investment environment. The last part of the chapter looks specifically at the changing membership of the Stock Exchange.
Dee Garrison
- Published in print:
- 2006
- Published Online:
- September 2007
- ISBN:
- 9780195183191
- eISBN:
- 9780199788804
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195183191.003.0007
- Subject:
- History, American History: 20th Century
This chapter shows how after Kennedy's death, the new and greatly underfunded civil defense agency was moved to the Department of Defense, and the government no longer talked of bomb shelters. During ...
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This chapter shows how after Kennedy's death, the new and greatly underfunded civil defense agency was moved to the Department of Defense, and the government no longer talked of bomb shelters. During the Lyndon Johnson, Gerald Ford, and Richard Nixon terms, most states and cities either drastically reduced or ended civil defense programs. Then, Jimmy Carter came along and reactivated civil defense as a live issue in American politics. He set up a new program termed crisis relocation planning (CRP), which set out for the evacuation of people from cities to safer areas in the country during the presumed few days of advance notice the government would have before Soviet missiles arrived. Carter created CRP partially to mollify the NUTS proponents, who touted a “civil defense gap” between the superpowers. The job of providing secret shelters for the select few was assigned to the new civil defense organization, the Federal Emergency Management Agency (FEMA), which Carter created in 1979.Less
This chapter shows how after Kennedy's death, the new and greatly underfunded civil defense agency was moved to the Department of Defense, and the government no longer talked of bomb shelters. During the Lyndon Johnson, Gerald Ford, and Richard Nixon terms, most states and cities either drastically reduced or ended civil defense programs. Then, Jimmy Carter came along and reactivated civil defense as a live issue in American politics. He set up a new program termed crisis relocation planning (CRP), which set out for the evacuation of people from cities to safer areas in the country during the presumed few days of advance notice the government would have before Soviet missiles arrived. Carter created CRP partially to mollify the NUTS proponents, who touted a “civil defense gap” between the superpowers. The job of providing secret shelters for the select few was assigned to the new civil defense organization, the Federal Emergency Management Agency (FEMA), which Carter created in 1979.
Ewan Ferlie, Lynn Ashburner, Louise Fitzgerald, and Andrew Pettigrew
- Published in print:
- 1996
- Published Online:
- October 2011
- ISBN:
- 9780198289029
- eISBN:
- 9780191684661
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198289029.001.0001
- Subject:
- Business and Management, Public Management, Organization Studies
This book analyses the changes in the organization and management of the UK public services over the last fifteen years, looking particularly at the restructured NHS. The book presents an up-to-date ...
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This book analyses the changes in the organization and management of the UK public services over the last fifteen years, looking particularly at the restructured NHS. The book presents an up-to-date analysis around three main themes: the transfer of private sector models to the public sector; the management of change in the public sector; and management reorganization and role change. In doing so it examines the extent to which a New Public Management has emerged and asks whether this is a parochial UK development or of wider international significance. Important analytic themes include: an analysis of the nature of the change process in the UK public services; characterisation of quasi markets; and the changing role of local Boards and possible adaptation by professional groupings. The book also addresses the important and controversial question of accountability, and contributes to the development of a general theory of the New Public Management.Less
This book analyses the changes in the organization and management of the UK public services over the last fifteen years, looking particularly at the restructured NHS. The book presents an up-to-date analysis around three main themes: the transfer of private sector models to the public sector; the management of change in the public sector; and management reorganization and role change. In doing so it examines the extent to which a New Public Management has emerged and asks whether this is a parochial UK development or of wider international significance. Important analytic themes include: an analysis of the nature of the change process in the UK public services; characterisation of quasi markets; and the changing role of local Boards and possible adaptation by professional groupings. The book also addresses the important and controversial question of accountability, and contributes to the development of a general theory of the New Public Management.
Hersh Shefrin
- Published in print:
- 2002
- Published Online:
- November 2003
- ISBN:
- 9780195161212
- eISBN:
- 9780199832996
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0195161211.003.0004
- Subject:
- Economics and Finance, Financial Economics
Markets are efficient when prices coincide with intrinsic value. Heuristic‐driven bias and frame dependence combine to render markets inefficient. Representativeness leads to the winner–loser effect, ...
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Markets are efficient when prices coincide with intrinsic value. Heuristic‐driven bias and frame dependence combine to render markets inefficient. Representativeness leads to the winner–loser effect, whereby investor overreaction causes prior long‐term winners to become future long‐term losers, and prior long‐term losers to become future short‐term winners. Conservatism leads security analysts to underreact to earnings surprises, thereby generating short‐term momentum in stock prices. Frame dependence leads investors to frame stock returns in terms of short horizons instead of long horizons. As a result, investors require a larger equity premium than they would if they framed returns using longer horizons. Prices can deviate from fundamental value for long periods, with excess volatility the result.Less
Markets are efficient when prices coincide with intrinsic value. Heuristic‐driven bias and frame dependence combine to render markets inefficient. Representativeness leads to the winner–loser effect, whereby investor overreaction causes prior long‐term winners to become future long‐term losers, and prior long‐term losers to become future short‐term winners. Conservatism leads security analysts to underreact to earnings surprises, thereby generating short‐term momentum in stock prices. Frame dependence leads investors to frame stock returns in terms of short horizons instead of long horizons. As a result, investors require a larger equity premium than they would if they framed returns using longer horizons. Prices can deviate from fundamental value for long periods, with excess volatility the result.
Hersh Shefrin
- Published in print:
- 2002
- Published Online:
- November 2003
- ISBN:
- 9780195161212
- eISBN:
- 9780199832996
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0195161211.003.0008
- Subject:
- Economics and Finance, Financial Economics
Mispricing is complicated. Sometimes mispricing results in reversals, while at other times it results in momentum. Momentum and reversals co‐exist, despite lying at diametrically opposite ends of the ...
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Mispricing is complicated. Sometimes mispricing results in reversals, while at other times it results in momentum. Momentum and reversals co‐exist, despite lying at diametrically opposite ends of the spectrum. The academic scholars participating in the market efficiency debate have been grappling with what this co‐existence means. Proponents of market efficiency view these phenomena as nothing more than random deviations from efficient prices. Proponents of behavioral finance view them as systematic departures from efficient prices. To shed additional light on the co‐existence issue, this chapter is devoted to post‐earnings‐announcement drift, a phenomenon that involves both reversals and momentum.Less
Mispricing is complicated. Sometimes mispricing results in reversals, while at other times it results in momentum. Momentum and reversals co‐exist, despite lying at diametrically opposite ends of the spectrum. The academic scholars participating in the market efficiency debate have been grappling with what this co‐existence means. Proponents of market efficiency view these phenomena as nothing more than random deviations from efficient prices. Proponents of behavioral finance view them as systematic departures from efficient prices. To shed additional light on the co‐existence issue, this chapter is devoted to post‐earnings‐announcement drift, a phenomenon that involves both reversals and momentum.
