School uniform revisited: procedure,pressure and equality

The House of Lords’ decision in R. (on the application of Begum) v. The Headteacher and Governors of Denbigh High School considered whether a particular school uniform policy infringed a student's right to manifest her religion under Article 9. This paper analyses the content of this decision, and explores how schools should approach the issue of balancing reglious rights with other interests in designing their uniform policy.     

AFTER EXCELLENCE: MODELS OF ORGANISATIONAL CULTURE FOR THE PUBLIC SECTOR

Abstract: Organisational culture is recognised as a critical ingredient of organisational effectiveness. However, the popular "excellence" model of managing organisational culture is unsuited to the contingencies and character of many public sector organisations. Termed here the cultural control model, it is the only widely shared understanding of good culture and haw to create it. As a generic prototype of culture it is limited, since it relies on management imposing a culture on a work force devoid of subcultural conflict. Three other models of organisational culture are introduced which offer more promise for the public sector: the subcultural model; the professional-managerial multiculture; and the public service or public interest model. These other models recognise in the culture-building strategies they prescribe that culture is deeply-rooted and not readily malleable by management and that subcultures affect organisations in various, not necessarily negative, ways. While the cultural control model reminds us of the significance of culture to better management, subsequent research has refined models of organisational culture which are more Consistent with the values and ethics of professionalism and good administration.     

PUBLIC SECTOR CULTURE MANAGERIALISM OR MULTICULTURALISM?

Abstract: Despite dramatic change in the Australian public sector, little attention has been paid to organisational culture. With the importation of private sector strategies and structures the traditional values of public administration have been eroded. Public organisations and their members have experienced consequences of "culture shock", even "cultural revolution". Managerialism is an introduced culture which has been criticised by some academics and public servants. It is seen as inappropriate to the distinctive values and operating context of the public domain, as purporting to value-free technique while in effect operating as the mystifying ideology of a dominant elite. Managerialism has been constructed, it is argued, on simplistic and now superseded concepts of rational "management man", goal setting and planning. While managerialism is not the culture which will endow public organisations with new meaning and propel them to excellence, it can expect to increase its hold in the absence of the development of new models of the culture of public organisation. While new public sector cultures will need to be organisation-specific, to accommodate the differentiation between and within public organisations, an overarching framework of public sector values and principles will be required. One of the distinctive features of most public sector organisations is die number and diversity of their stakeholders. A multi-cultural model of public sector culture is proposed, which construes this diversity of subcultures as an instrument of strategic flexibility.     

Integrative Regulation: A Principle-Based Approach to Environmental Policy

This article builds on recent field research to articulate a principle-based approach to environmental regulatory design that is applicable to a wide variety of circumstances, irrespective of political and social particularities. At its core, this approach recognizes that an excessive reliance on "single-instrument" policies is misguided, because all instruments have strengths and weaknesses, and none is sufficiently flexible and resilient to successfully address all environmental problems in all contexts. A better strategy is to harness the strengths of individual mechanisms while compensating for their weaknesses by the use of additional instruments. That is, in the large majority of circumstances, a mix of regulatory instruments is required, tailored to specific policy goals. The article identifies a series of regulatory design principles that sequentially address the problems and opportunities arising from the application of multi-instrument mixes and engaging a variety of first-, second-, and third-party participants in the regulatory process. The importance of choosing inherently complementary instrument combinations is also highlighted, with practical guidance provided to policymakers. Although the focus of the article is on environmental regulation, the general principles articulated should also be applicable to other areas of social regulation.     

Economies of scale in Danish municipalities: Expenditure effects versus quality effects

A change in the cost structure in the Danish municipalities seems to have occurred bringing in a larger fixed element in the cost function and making unit costs higher in small municipalities than in large. The paper examines the hypothesis that small municipalities in their reaction to their higher unit costs for management make a trade-off between raising expenditures and the tax level, on the one hand, and reducing the quality of the production, on the other. Using accounting data for 1980, 1990 and 2000 it is shown that the expenditure structure has shifted since 1980 so that small municipalities now exhibit higher unit expenditures than larger municipalities. However, there also seems to be a quality substituting effect in the small municipalities as a reaction to the higher unit costs. From data based on a questionnaire to the chief executives in all municipalities indications of weak political and administrative leadership in the small municipalities are demonstrated. We find that population size and administrative capacity explain significant differences in municipal understanding of the consequences of the central government regulation defining the conditions for the local production of services.     

Cold‐blooded lie catchers? An investigation of psychopathy,emotional processing,and deception detection

Purpose. The process of catching liars is challenging, though evidence suggests that deception detection abilities are influenced by the characteristics of the judge. This study examined individual differences in emotional processing and levels of psychopathic traits on the ability to judge the veracity of written narratives varying in emotional valence. Methods. Undergraduate participants (N= 251) judged the veracity of 12 written narratives (truthful/deceptive) across three emotional categories: positive, negative, and neutral events. Levels of psychopathy were assessed to investigate its relation to accuracy and cue use. Results. Overall accuracy was close to chance, although participants were more accurate in determining the veracity of truthful relative to deceptive narratives. Accuracy was impaired for emotional (positive and negative) relative to neutral narratives. Psychopathy was not associated with levels of overall accuracy, but related to discriminative ability, and differential use of cues in decision making. Reported cue use also differed across emotional narrative conditions. Conclusions. We speculated that an emotive truth bias may have detracted judges from attending to valid cues that are indicative of the deceptive nature of stimuli because they were distracted by the emotional content of the report. Implications for deception detection in forensic settings are discussed.