Alice Havergal Skillicorn,Principal of Homerton College,Cambridge, 1935-60: a study of gender and power

This article sharpens our understanding of the intersection of the discourses of gender and power in the woman principal's role by an in-depth study of Alice Havergal Skillicorn, Principal of Homerton College, Cambridge, 1935-60. Like previous principals, Skillicorn constructed a subjectivity which was dual gendered. In her public life as principal, she adopted a masculine discourse of power which subordinated feminine discourse into the private sphere. But this marginalisation of feminine discourse in her public role made her unable, except in her most intimate emotional relationship, to enact an appropriate femininity in her private life. After a theoretical and contextual introduction, it is shown how Skillicorn marginalised and negated her femininity through her body, by failing to adopt feminine standards of attractiveness in her appearance and clothes. She successfully wielded autocratic power in the public sphere with a masculine discourse of political skill, financial acumen and, most importantly, an instrumentality in her dealings with staff and students, which was entirely devoid of a feminine desire to be liked. The difficulties she faced in the private sphere - difficulties which were assuaged but not overcome by homoerotic friendship - are also discussed.     

GETTING TO KNOW YOU: ETHNIC DIVERSITY, TIME AND PERFORMANCE IN PUBLIC ORGANIZATIONS

Research on links between ethnic diversity and performance frequently illustrates that organizational diversity leads to process-oriented problems and negative work-related outcomes. This can cause problems for public managers who are tasked to increase workforce diversity for normative purposes but are nonetheless required to focus on performance goals. In this study, we test the proposition that managers can improve work-related outcomes in diverse organizations by focusing on stability and allowing diverse groups to 'get to know' one another, a process that should improve communication and coordination difficulties inherent in ethnic diversity. Our results show that the negative relationship between ethnic diversity and organizational performance does indeed lessen with time and stability.     

INTERROGATING INSTITUTIONAL CHANGE: ACTORS' ATTITUDES TO COMPETITION AND COOPERATION IN COMMISSIONING HEALTH SERVICES IN ENGLAND

Since the beginning of the 1990s the public healthcare system in England has been subject to reforms. This has resulted in a structurally hybrid system of public service with elements of the market. Utilizing a theory of new institutionalism, this article explores National Health Service (NHS) managers' views on competition and cooperation as mechanisms for commissioning health services. We interrogate the extent of institutional change in the NHS by examining managers' understanding of the formal rules, normative positions and frameworks for action under the regime of the Health and Social Care Act 2012. Interviews with managers showed an overall preference for cooperative approaches, but also evidence of marketization in the normative outlook and actions. This suggests that hybridity in the NHS has already spread from structure and rules to other institutional pillars. The study showed that managers were adept at navigating the complex policy environment despite its inherent contradictions.     

The South African Bantu Education Act

Dr. Shepherd has been Principal of Lovedale, the famous Churchof Scotland African institution, since 1942. He went there aschaplain in 1927 after serving as a missionary in Tembuland.He went to South Africa in 1919 and is a distinguished authorityon Bantu education. He is a doctor of divinity of Edinburghand a doctor of literature of Witwatersrand University.