Is Chivalry Dead?

An apparent decrease in differences between the sexes in criminal behavior and law enforcement outcomes has been attributed to changes in attitudes toward sex roles and increasing female labor force participation. The research reported here addresses two related questions in this area: (1) Have there been changes over time in sex differences in the disposition of police contacts with juveniles and adults? and (2) Do any observed changes account for increases in the female crime rate? Our analysis of data from 10,723 police contacts in a mid-western city during the period 1948–1976 found a trend toward a diminished sex difference in police dispositions of juvenile and adult misdemeanors and adult felonies. There was no evidence for a similar trend for juvenile status offenses or juvenile felonies. The findings also suggest that part of the apparent increase in female crime may be due to changes in official reactions to female offenders.     

Corporatism and Planning in London in the 1980s

This study confirms the existence of corporatist forms of interest intermediation at the micro level of four local planning authorities in London. In all four boroughs distinctions could be drawn between local business associations and metic, non-local firms. The former displayed most of the institutional characteristics outlined by Schmitter in his original definition of corporatism. In contrast the non-local or metic firms did not exhibit all these institutional characteristics at the level of local government. The conditions under which they bargained with local planning authorities (LPAs) were often influenced by statutory and other requirements handed down from central government. These requirements were themselves often the result of corporatist interest intermediation at the level of the central state. Both local business associations (LBAs) and metic production organizations (MPOs) were required by (LPAs) to implement planning policies. This process has increased in importance during the Thatcher era. Economic decline has made the local planning authorities even more dependent on private organizations for implementation than before. Local LBAs and MPOs were granted privileged access to the planning system. Only the LBAs were granted representational monopolies for their very local areas in this process. MPOs developed representational oligopolies but because they were so few in number they could be in conflict with one another over the rights to develop a particular site. In return for these representational privileges both the LBAs and MPOs were expected to moderate their demands for major departures from the approved local plans. The methods used to intermediate interests to the local planning systems were primarily informal. Although a small number of formal meetings were held each year between external organizations and the LPAs they represented a minority of the contacts between them and representatives of both LBAs and MPOs. Informal bargaining took place in two ways. First, there were issue specific negotiations over particular developments. The second type of contact was long-term, non-issue specific and primarily concerned with network building. Both types of bargaining were relatively secret and involved only the top echelons of the organizations concerned.     

THE POLITICAL AND ADMINISTRATIVE CONSEQUENCES OF JUDICIAL REVIEW

Academic analysis of judicial review is confined largely to juridical commentaries in legal journals. This article, written from an administrator's viewpoint, examines its consequences for the power of government, for administrative behaviour, for constitutional dynamics, and for the scientific study of policy-making. It distinguishes a four-fold effect on administrators, including a substantial element of inhibition, and highlights the uncertainty created by the incremental and inconsistent development of the principles of judicial review. In constitutional terms, while the courts eschew national security and economic policy, they have in other fields explicitly created a process of accountability parallel to that of Parliament, and have resisted statutory attempts to limit their jurisdiction. Analysed in terms of political science, judicial review imposes unrealistic standards of administrative conduct, entrenches the role of pressure groups, and places on public bodies legalistic requirements that they may not be equipped to fulfil. The combination of these pressures, exacerbated by further expansion of the scope of the judicial review, are likely to increase friction between judiciary and government, possibly precipitating a crisis.     

CHARGING FOR LOCAL GOVERNMENT SERVICES: A COHERENT PHILOSOPHY

This article reviews and critically appraises the alternative rationales and methodologies for local authority charging practice which have been proposed in the past. It goes on to advocate a charging rationale based on customized value-added services. This is argued to be a coherent charging philosophy which can realistically fit into the evolving policy, management and decision-making framework of local government. It allows for individual choices within a wider framework of collective choice and provision of services. It is capable of blending efficiency and equity criteria within a system of practical charging policies for local government services. Whilst retaining consistency of rationale, the proposal can be moulded to suit both the objectives and the particular characteristics of individual services. Practical examples are given, specific criticisms addressed and implementation is considered. The essential point is that it is compatible with the institutional framework within which it is applied.     

GENERAL MANAGEMENT IN THE NHS: THE INITIAL IMPACT 1983–88

The Griffiths report of 1983 resulted in radical changes (to which the label 'general management' has been applied) to the formalities of organization and management in the national health service. We report the findings of a major study (involving more than 300 interviews) of the impact of these changes up to 1988. Although general management has been widely accepted in the service, and seems to have resulted in some improvements to management processes, there has been no substantial change in organizational culture. We conclude that the impact of the Griffiths model of management has been limited in comparison with the continued influence of medical autonomy and financial limitations.