Corporate violence against canadian women: Assessing left-realist research and policy

Canadian researchers, especially feminists, have shown, that male violence against women in both intimate relationships and public places is a significant social problem. Compared to the amount of rigorous work done on this important issue, an equally if not more serious problem for women—corporateviolence—has been given little empirical, theoretical, and political attention The primary purpose of this paper is to articulate how, some left realist survey techniques and policy proposals can contribute to the study, prevention, and control of corporate violence against Canadian women in the industrial workplace. The authors conclude this article by pointing to a few pitfalls of realism which must be add ressed before it can be effectively applied in the Canadian context.     

Violence,agrarian radicalism and electoral politics: Reflections on the Indian people's front

I am concerned here with the political responses of peasants on the social and economic margin and of agricultural labourers. The argument is that there is in India a vital and dynamic peasant activism happening at many levels of social and economic interest including among the rural poor. I want to understand these phenomena in Indian terms and in local terms, in other words, what is happening in the fields and villages where most Indians live. This raises the fundamental issue of the language or idiom in which agrarian politics, that is the politics of dissent, is expressed and the equally important question of who is listening and what is or is not being done in response. I develop these ideas around the experience of the Indian People's Front in the last decade, specifically in Bihar, while focussing on the arena of electoral politics which the IPF entered seriously in 1989.     

Administrative reform in the federal public service: the first faltering steps

Abstract. This paper is complementary to one by H. L. Laframboise published previously in Canadian Public Administration (14, no. 3, fall 1971, pp. 305–25), ‘Administrative reform in the federal public service: signs of a saturation psychosis.’ Where Laframboise stresses the serious concerns that have arisen on the part of many managers over an accumulation of initiatives in administrative reform and seems generally to be advocating that we slow down the pace of such reform, the position taken here is that in our managerial practices we are very seriously below the level required to handle the enormous and complex demands facing the federal public service and therefore must attend far more energetically to administrative reform, albeit more expertly. The paper identifies four key needs to be met in managing public organizations effectively, and treats each of these in some detail: placing men and women of appropriate managerial mind and bent in managerial positions; identifying, developing and using appropriately the growing range of managerial support specialties; facing up to and countering the insularity that seems to afflict even the best of managers; and assuming a managerial approach suited to the dynamic nature of what Warren Bennis has termed ‘the temporary society.’ The paper concludes with a discussion of managing as a set of paradoxes. Sommaire. Cet article traite du même sujet qu'un autre article que publiait dans I'ADMINISTRATION PUBLIQUE DU CANADA (14, no 3, automne 1971, pp. 303–25) par H. L. Laframboise, intitulé“Administrative reform in the federal public service: signs of a saturation psychosis”. Alors que Laframboise soulignait les préscupations sérieuses de plusieurs administrateus devant le grand nombre d'initiatives en matière de réforme administrative et semblait préconiser de façon générale le ralentissement du rythme de cette réforme, l'on soutient ici que nos méthodes de estion sont bien loin de pouvoir répondre aux exigences nombreuses et compexes de la fonction publique féérale, et que partant, nous devons poursuivre la réforme administrative de façon beaucoup plus dynamique et plus experte. L'article détermine quatre exigences primordiales de la gestion efficace des administrations publiques et traite chacune d'elles en détail:affecter à des postes de gestion des hommes et femmes d'esprit et de tendance idoines; déterminer, établir et employer à bon escient l'éventail de plus en plus vaste des spécialités du soutien administratif; combattre la tendance que semblent avoir les meilleurs de nos gestionnaires de se renfermer dans leur coquille; adopter une méthode de gestion adaptée à la nature dynamique de ce que Warren Bennis appelle “la société temporaire”. L'article se termine en assimilant le processus de gestion à une série de paradoxes.