A Mixed Relationship: Bureaucracy and School Performance

We argue the negative relationship between school bureaucracy and school performance that is commonly reported in the bureaucracy and educational policy literature is theoretically and empirically incomplete. Like most public agencies operating in complex task environments, we suggest that schools have to make trade-offs between the multiple outputs they are expected to produce. Bureaucracy plays an important role in determining the nature of these trade-offs: one that is more multidimensional than it is portrayed in the existing literature. We find bureaucracy's relationship with school performance depends on how performance is measured. It is negatively associated with test scores but positively associated with other performance measures such as attendance and dropout rates. This is consistent with an economies-of-scope perspective of bureaucracy, which emphasizes bureaucracy's role in managing the trade-offs inherent in pursuing multiple goals.     

'Enabling' And The 1993 Local Government Act In New South Wales

Different conceptions of 'enablement' provide a framework for the analysis of the reform of local government in New South Wales. The enabling local authority is one that contracts out to the commercial and not-for-profit sectors, adopts a consumerist approach to the recipients of services, engages in strategic planning, influences other organizations, stimulates pluralist collectivism, and facilitates participation. In New South Wales the Local Government Act of 1993, though potentially enabling, especially in the delegation of a general competence, has had less effect than might have been expected. However, local government has traditionally been enabling in the narrow sense as well as in the sense of employing interesting forms of participative community management and in seeking to influence the decisions of other organizations which are part of local governance. Some councils are developing community plans to strengthen these relationships.     

Self-Reported Aggression and Impulsivity in Forensic and Non-Forensic Populations: The Role of Gender and Experience

Gender differences in aggressive behavior are traditionally seen as extremely robust. Yet, on closer inspection, the reasons for these differences appear to be incredibly complex as a wide range of moderating variables appears to influence the behaviour. Further, the effect of these variables is often gender specific. We examined aggressive beliefs and self-rated aggressive behaviour and impulsivity in forensic (115 males, 133 females at three closed prisons in the North of England) and non-forensic populations (114 males, and 122 females at the University of Leeds). Participants completed the Revised EXPAGG Questionnaire, the Buss-Perry Aggression Questionnaire, the Aggressive Acts Questionnaire and the Barratt Impulsivity Scale. Violent men and women, while more aggressive than both undergraduates and non-violent offenders, were equally likely to report their involvement in physical acts of aggression and showed similar levels of aggression and impulsivity. Previous experience of aggression, together with elevated levels of anger and impulsivity were better predictors of aggressive behavior than gender in all participants. These results suggest that gender differences in self-report measures (on cognitive, affective, and behavioral dimensions) in forensic populations may be less clear-cut than many have previously believed, particularly in the most aggressive individuals.     

Health reform and privatization in Alberta

Abstract: In 2000 the Government of Alberta passed legislation to regulate the activities of private health clinics in the provision of insured health services through contracts with regional health authorities. In seven years the interaction of ideas, interests, institutions, and external events forced the Government of Alberta to move from a non‐regulatory policy stance to a policy of stringent regulation. The legislation struck a balance among competing values relating to public and private sector roles, increased access and choice, regulation of the growth of public expenditures, and quality assurance. Sommaire: En l'an 2000, le gouvernement de l'Alberta a adopté une loi visant à réglementer les activités des cliniques de sante privées en matière de prestation de services de santé assurés par l'intermédiaire de contrats avec les offices régionaux de la santé. En sept ans, l'interaction d'idées, d'intérêts, d'institutions et d'événements externes a forcé le gouvernement de l'Alberta à passer d'une position de politique non exécutoire à une politique de réglementation rigoureuse. La loi établit un équilibre entre les valeurs opposées que représentent le rôle important du secteur privé, un accès et un choix accrus, la réglementation de la croissance des dépenses publiques et le contrôle de la qualité.     

New developments in the law of passing off: misrepresentation by silence

The High Court recently held that misrepresentation by silencecan constitute an actionable misrepresentation. A trader maymake a misrepresentation by failing to correct a self-inducedmistaken belief of a customer, where the trader takes advantageof that mistaken belief. Failure of a trader to disabuse customersof the impression that they are dealing with the brand ownermay be sufficient to constitute passing off. Brand owners welcomethis decision as it provides protection against new entrantsto the market who seek to piggyback on the success of theirbrand or trade mark.     

Death for a Terrorist: Media Coverage of the McVeigh Execution as a Case Study in Interorganizational Partnering between the Public and Private Sectors

In June 2001, the Federal Bureau of Prisons helped to carry out the execution of Timothy McVeigh for his role in the infamous 1995 bombing of the Murrah Federal Building in Oklahoma City. The intense national and international media attention that the execution received was virtually unprecedented in the bureau's history, and it put the bureau in the difficult position of having to carry out two potentially conflicting responsibilities: facilitating coverage of the execution by hundreds of reporters, producers, and technicians, while maintaining the safety and security of the maximum security penitentiary in which the execution was held. Historically, the Bureau of Prisons has preferred to maintain a low media profile and had no experience managing a large-scale media event. This article examines how the bureau met this challenge by forming a partnership with the news media through the creation of a Media Advisory Group. It analyzes the goals, functions, and achievements of the Media Advisory Group by employing the Dawes model of interorganizational relationships.