Law Centres, Citizenship, and Participation

It's difficult to redirect things once we'd started up as a casework agency. It's difficult to keep casework under control. Cases can only be related to one another; if you justify taking on one case, it's difficult to avoid taking on similar cases. There is still not sufficient priority given to educational and community work. This is so because of the demands of [individual] casework … It's difficult to change approach from casework to educational and community work. (Lawyer at the Urban Community Law Centre)
From the beginning we have attempted to do work with people rather than for them. This has meant that wherever possible we have brought people with similar problems together so that they learn how to cope with different establishment bodies … more important, they realize they can exercise control over their own lives. Whether we help an individual deal with his or her own personal problem, or help a group of people get to grips with whatever is oppressing them, our main aim is to inculcate a practical philosophy of self-reliance. (Statement of aims of the Northern Neighbourhood Law Centre¹)     

Shock and Awe vs. Hearts and Minds at the Movies

In the age of globalization we are no longer home alone. Migration brings other worlds into our own just as the global reach of the mass media transmits our world into the hearts and minds of others. The resulting clashes and fusions are shaping the soul of the first global civilization in the making. In this section, one of Hollywood's top producers, Mike Medavoy, and the Oscar‐nominated director of Babel, Alejandro González Iñárritu share their thoughts with NPQ.     

The US Will Remain in the Yellow Sea

The recurrent crises emanating from North Korea, and the response to them, is testing US‐China relations and drawing the new boundaries of power in East Asia. The head of the US Joint Chiefs of Staff and the former South Korean national security advisor address this development.     

SYMPOSIUM ON CHANGING MODES OF GOVERNANCE IN PUBLIC SECTOR ORGANIZATIONS: ACTION AND RHETORIC

This symposium grew out of the sub‐theme, ‘New Modes of Governance in Public Sector Organizations’, of the European Group for Organizational Studies (EGOS) Conference held in Ljubljana in July 2004. Our aim was to provide a forum to discuss the policy and practice and the space between in public sector management and governance within Europe.     

ENTREPRENEURIAL LEADERSHIP IN THE ENGLISH PUBLIC SECTOR: PARADOX OR POSSIBILITY?

Our study explores the possibility for the enactment of entrepreneurial leadership in the English public sector under the Labour government’s modernization agenda. To substantiate our analysis, we draw upon data gathered from leaders in three public sector arenas – the National Health Service, secondary schools, and further education (FE) colleges. Our study proposes a definition of public sector entrepreneurship that extends beyond existing literature. In essence, we contend that public sector entrepreneurship is characterized by the combination of three distinct agencies: ‘stakeholder’, ‘entrepreneurial’ and ‘political’. The public sector entrepreneur identifies market opportunities within the political landscape, optimizes the performance‐enhancing potential of innovation for the public sector organization, and carries stakeholders in a way that both permits risk and recognizes the stewardship of public sector resources.