Linda Wiper and David Longbottom
INTRODUCTION With the increasing importance of capital investment selection in modern business the field has attracted a large body of interest in the literature of the last two…
Abstract
INTRODUCTION With the increasing importance of capital investment selection in modern business the field has attracted a large body of interest in the literature of the last two decades. It is the purpose of the survey to trace this development from the use of simple financial criteria for assessing investments to the use of more sophisticated financial measures, techniques for assessing risk in investments and finally complex models for selecting portfolios of investments.
In years past, when life seemed simpler and the Law much less complicated, jurists were fond of quoting the age‐old saying: “All men are equal before the Law.” It was never…
Abstract
In years past, when life seemed simpler and the Law much less complicated, jurists were fond of quoting the age‐old saying: “All men are equal before the Law.” It was never completely true; there were important exemptions when strict legal enforcement would have been against the public interests. A classic example was Crown immunity, evolved from the historical principle that “The King can do no wrong”. With the growth of government, the multiplicity of government agencies and the enormous amount of secondary legislation, the statutes being merely enabling Acts, this immunity revealed itself as being used largely against public interests. Statutory instruments were being drafted within Ministerial departments largely by as many as 300 officers of those departments authorized to sign such measures, affecting the rights of the people without any real Parliamentary control. Those who suffered and lost in their enforcement had no remedy; Crown immunity protected all those acting as servants of the Crown and the principle came to be an officials' charter with no connection whatever with the Crown. Parliament, custodian of the national conscience, removed much of this socially unacceptable privilege in the Crown Proceedings Act, 1947, which enabled injured parties within limit to sue central departments and their officers. The more recent system of Commissioners—Parliamentary, Local Authority, Health Service—with power to enquire into allegations of injustice, maladministration, malpractice to individuals extra‐legally, has extended the rights of the suffering citizen.
This chapter revisits a debate about the relationship between work and family and the conditions under which workers believe their jobs in the new economy offer an escape from…
Abstract
Purpose
This chapter revisits a debate about the relationship between work and family and the conditions under which workers believe their jobs in the new economy offer an escape from families.
Methodology/approach
In contrast to prior research, the chapter uses multiple methods, including a random sample survey, intensive interviews with 221 respondents, and 615 hours of observations at eight sites in the health care sector.
Findings
The chapter shows that low-wage women nursing assistants – more than those in other health care occupations – develop strong connections to coworkers and patients whom they come to talk about as “family.” It finds that more than doctors, nurses, or EMTs, the CNAs seek an escape from home and a pull to people at work not only because they develop strong relations on the job and have more inclusive notions of family, but also because they face more difficulties at home. These difficulties at home are created in part by the unpredictable schedules and low wages offered by their jobs. These make home life more difficult, which paradoxically leads them to turn to their jobs.
Research limitations/implications
The analysis and findings show the ongoing power of unequal social relations – organized around class and gender and their intersection – in shaping the recursive relationship of jobs and families.
Details
Keywords
Here is a new conceptual framework for organizational learning (OL) that applies to both planned reform and emergent change. It integrates strategic and operational, micro and…
Abstract
Here is a new conceptual framework for organizational learning (OL) that applies to both planned reform and emergent change. It integrates strategic and operational, micro and macro perspectives. It has three parts: (a) a revised definition and typology of OL, (b) seven reform stories that define stages and tasks, (c) a management and assessment guide demarcating four areas of OL: (i) action learning within core operations; (ii) sharing learning and innovations across the organization; (iii) mission/s-beyond ambidexterity; (iv) integration-managing mission conflicts and other paradoxes, which ensure endogenous change. Dynamic capability is therefore intrinsic to this view of OL that is illustrated from two cases: NYPD and public school reforms.