Dimensions of political conflict and party positions in multi-level democracies: evidence from the Local Manifesto Project

Partisan conflicts have been frequently analysed in comparative political science research. Yet little is known about the dimensions of political conflict at the local level in multi-level democracies. This article contributes to the literature on the estimation and analysis of party positions by first presenting a new dataset of more than 800 local party manifestos in Germany that allows for a systematic analysis of the dimensions of political conflict at the German local level. Secondly, it is demonstrated that (semi-)automatic content analysis of these texts offers a promising approach for gaining new insights into local party positions. Thirdly, the empirical analysis of German local party manifestos shows that partisan conflicts are not only structured along the left–right dimension but also along a dimension which distinguishes between parties addressing ‘local’ and ‘national’ issues to a varying degree in their manifestos, due to the different behaviour of established and populist parties.     

Combatting antisemitism in the school playground: an Australian case study

The aim of Gross and Rutland's paper is to analyse the problem of antisemitic bullying in contemporary Australian state schools by investigating the case of Jewish children in those schools. The study is interdisciplinary, drawing on historical data and educational methodology, and employs a qualitative approach through semi-structured interviews conducted in Sydney and Melbourne with all the major actors: students (55), teachers (10), principals (4), parents (13) and Jewish communal leaders (10). Gross and Rutland argue that classical anti-Jewish stereotypes are perpetuated in the school playground, transmitted by children from one generation to the next. This finding provides an additional perspective to the general literature, which argues that racial prejudice and stereotypes are acquired primarily through home socialization, religious institutions and the media, and neglects the role of the school playground.     

Population data for four population groups from the United States for the eleven Y-chromosome STR loci recommended by SWGDAM

POPULATIONS: Caucasian ( n =1243), African American ( n =1605), Hispanic ( n =454), and Native American ( n =104).     

Management strategy for economic and social development: Part I

The new and rapidly changing environment of development administrators includes (1) the emergence of a world society of interdependent nations, (2) a rapid and confusing technological and scientific revolution, (3) the expansion of service societies in industrialized countries, (4) new major alternatives for war, neocolonialism, despotism and materialism, and (5) development problems of ascending complexity and difficulty.Post-industrial beginnings in modern management arise from a background of management thought and technique in agriculturla epochs and the more recent industrial revolution. They encompass computer technology; operations research; systems approaches, including systems engineering, management information systems, and general systems research; cost-effectiveness analysis and PPBS; social indicators; and futurecasting. Their development has contributed to a growing gulf between technique and capability, to a triumph of technique over strategy and a retreat from human values.Attention is directed to specific strategies and tactics of introducing modern management techniques in developing nations. The efforts to do this during the 1960 Development Decade are reviewed. The prospects for the 1970's are previewed, and suggestions offered for problem area task forces and the expansion of U.N. activities in advancing, not merely diffusing, the current state of the art.Since the most significant modern management advances have been tactical, a dozen principles of strategic decisionmaking are suggested: (1) responsible decisionmaking, (2) the conflict essence of problems, (3) selectivity, (4) total system appreciation, (5) relative proportions, (6) sequential model-using, (7) problem interrelationships, (8) jointed incrementalism, (9) organized and unorganized interests, (10) the emotional basis of rational action, (11) investment in future capabilities, and (12) power mobilization and use.The paper ends by raising vital questions on the improvement of managerial values. This is done by specific proposals for a code of managerial ethics and the formulation of more humanistic management goals.