WORKPLACE BULLYING IN THE PUBLIC SECTOR: UNDERSTANDING THE RACIAL DIMENSION

This paper reports the research findings of the experiences of public sector workers of bullying at work across 13 organizations in South Wales. The study explored the experiences of White and Ethnic minority respondents and found that there are significant differences in the type and frequency of bullying behaviours being experienced by the two groups. Ethnic minority respondents are more likely to label themselves as suffering from bullying behaviours than their White counterparts. The evidence presented in this paper demonstrates how line managers use different tactics when bullying Ethnic respondents compared to White respondents. Furthermore, when colleagues bully fellow colleagues, there are subtly different patterns of bullying behaviour towards White and Ethnic victims. Given the specific requirement to comply with the public duty for promotion of racial equality expected under the Race Relations Amendment Act (2000) , it is important that these findings are recognized by UK public sector organizations.     

SINGLE ISSUE LOCAL AUTHORITY ASSOCIATIONS: A NEW SPECIES FOR A CHANGING ENVIRONMENT

The purpose of this article is to explore the emergence of single issue local authority associations as a response to the changing nature of the central-local government policy community in the past decade. The main theme of the article is that a gap has been created by the restructuring of local governance that neither individual local authorities nor the broad local authority associations are equipped to fill. Hence, new single issue local authority associations such as the Coalfield Communities Campaign , have been formed. They are necessitated by the unwillingness of broad local authority associations to preoccupy themselves with sectional and possibly divisive single issues and the inability of individual local authorities to command sufficient power within the policy community. As such they may well represent a fundamental change in the policy network, though it remains to be seen whether or not they will have a long-term role.     

TIMELY AND TOPICAL

Oxford-FLTRP EnglishChinese,Chinese-English DictionaryPublished by Foreign Language Teaching and Research Press and Oxford University PressPages:2,064Price:RMB 199(China) (Published in UK as Oxford Chinese Dictionary at ￡45) IT is predicted that in a few years,the English-learning population in China will exceed the combined total population of all native-Englishspeaking countries.     

EVACUATION OF SMYRNA (IZMIR) TURKEY, 1922

I. N. Duncan Wallace, QC studied law at his father's old college, Oriel, Oxford University, before spending the war years in the Navy. After the war he completed his law course, was called to the Bar in 1948 and took silk in 1973. His legal career involved practice in Pacific Rim countries such as Malaysia, Singapore, Hong Kong, the Philippines and Indonesia, as well as stints as ‘visiting’ Scholar and Professor at the University of California at Berkeley and King's College, London. Aged 80, he is still active in producing legal textbooks.     

WOMEN IN UK PUBLIC ADMINISTRATION SCHOLARSHIP?

The promotion of gender equality has been adopted onto many national policy agendas with the introduction of legislation, public policies and regulatory duties. Yet, gender occupational segregation and discrimination persists. This paper examines the gendered nature of the UK public sector and questions the extent to which public administration scholarship addresses gender bias. The evidence, based on secondary and primary data, reveals that public administration scholarship tends to value masculinity. The intention of the paper is to stimulate a debate by providing a critical reflection of public administration scholarship, and concludes with some tentative suggestions on ways forward for the field of study.     

Liberal Democrat Leadership: The Cases of Ashdown and Kennedy

Effective leadership of the Liberal Democrats requires a combination of strengths: communications skills, a clear agenda, the ability to manage the party and personal abilities, including stamina, self-confidence and a love for the party itself. This article assesses Paddy Ashdown's and Charles Kennedy's periods as leader. It concludes that the first two phases of Ashdown's leadership were successful: he first ensured the party's survival and then positioned it so that it was able to benefit from the rise in support for the centre-left without being squeezed out by Labour. In the third phase, however, the attempt to deliver a common agenda with Labour was a failure, and Ashdown increasingly lost touch with his own party. Kennedy's first two years as leader were also relatively successful, but after that his leadership fell apart, suffering from a lack of an agenda, a failure of party management, a weakness in communication skills and a lack of self-confidence. His underlying problem was not alcoholism; it was that he was not capable of being an effective leader.     

The U. N. Disposal of Eritrea

This forms the greater part of a lecture given on the 29th January,with Major-General Sir Richard Lewis in the Chair. In introducingthe speaker General Lewis said that Sir Duncan Cumming had beenone of the first to enter Eritrea when it was captured duringthe war and had been the last to leave in 1952. During, andafter, the war, Sir Duncan had been responsible for the civiladministration of all of the occupied Italian Colonies in theMiddle East, of which Eritrea was one. In 1949, he returnedto his own service in the Sudan and in February, 1951, whenhis predecessor retired from Eritrea owing to ill health, heconsented to undertake the difficult task of implementing theUnited Nations resolution on Eritrea. In eighteen months hehad to hold democratic general elections, in an area where suchthings were not well understood, to create a Government in accordancewith the provisions of the constitution and the resolution,to create a civil service, which entailed as a starting pointthe elementary education of selected literates, and to leavethe country with a balanced budget. Sir Duncan had not had aclean start at the job because at the time of his arrival inEritrea it was not possible to move about freely. The localbrigands had made unescorted movement unsafe: incidents occurreddaily and murders and atrocities were frequent. By the latesummer of 1951 he had made brigandage unprofitable and was ableto turn to his constructive task. In doing so, he won the confidenceand respect and, indeed, the affection, not of merely some ofthe conflicting interests but of them all.