APPROPRIABLE RENTS FROM YELLOWSTONE PARK: A CASE OF INCOMPLETE CONTRACTING

The history of Yellowstone Park is best understood in the context of the theory of the firm as developed by Armen Alchian. In the late nineteenth century, the Northern Pacific Railroad recognized the potential amenity rents from Yellowstone and captured them by vertically integrating its monopoly on transportation to the region with the supply of tourist facilities in the park. This gave the railroad de facto ownership of the park that lasted until automobiles were allowed to enter in 1915. Thereafter the tragedy of the commons ensued and rents were dissipated instead of maximized.     

An Unfinished Reflexive Journey: Social Work Students' Reflection on their Placement Experiences

The fieldwork placement is recognized as one of the major componentsof social work education and a major determinant of its quality.A key aspect of the learning process in the fieldwork placementis the exposition of practice encounters to the students’critical reflection. Given the importance of the process of‘reflection’ or ‘reflective learning’,a qualitative study based on the reflective logs of social workstudents was conducted to explore the meaning of social workfield education and the learning experiences of social workstudents during their placement. The study findings revealedthat disturbing events experienced by students in their fieldworkwere a catalyst to their reflective process. Meanwhile, theirundue concern with knowledge and skills application within acircumscribed knowledge frame suggests the dominant influenceof scientism and competence-based practice in social work, inwhich learning outcomes and instrumental and technical reasoningare highly emphasized. Discovery of ‘self’ was alsothe major premise in the students’ reflection logs, inwhich a majority of them took their prevailing self-identityas a constant state to be verified in interaction with othersin the fieldwork placement. Reflexivity is manifested in askingfundamental questions about assumptions generated by formaland practice theories; it addresses the multiple interrelationsbetween power and knowledge, and acknowledges the inclusionof self in the process of knowledge creation in social workpractice. Its realization in social work education requiresthe social work educators’ reflexive examination of thedynamics that influence the construction of curriculum, whichin turn construct our prospective social workers.     

What does a nurse need to know and do to maintain an effective level of case management?

The nurse needs to have a working knowledge of the needs of the seriously mentally ill and their families and effective treatment modalities, including therapeutic use of self, networking and social systems, crisis intervention, pharmacology, physical and psychosocial assessment skills, psychosocial rehabilitation, collaborative skills, teaching skills, psychoeducation, management and leadership skills, research, group skills, psychopathology, relevant legislation, biological psychiatry, and community resources. The ANA Standards of Psychiatric and Mental Health Nursing Practice (1982) provides a broad framework for the nurse case manager.     

A Contrast of HRM and TQM Approaches to Performance Management: Some Evidence*

Using a survey, this paper provides information about the current state of performance management (appraisal) from a sample of UK‐based EFQM‐affiliated organizations. It particularly focuses on several critical issues of performance management in the context of TQM including: the effectiveness of TQM programmes; the rationale for performance management; degree of internal consistency between TQM assumptions and performance management systems; and the relationship among performance management, effectiveness of TQM programmes, employee satisfaction and overall organization performance. Although the fundamental precepts advocated by founders of TQM appear to be in conflict with performance management practices, however, the article argues that, rather than being contradictory, both can add value to the operations of the other in the interest of the organization as a whole. More precisely, the paper explains how a successful TQM strategy requires a rethinking and changing the organization's performance management system, otherwise it is highly likely to result in a disaster. To conclude, the survey evidence is used, combined with previous literature, to discuss the implications of these results for designing a contextually appropriate performance management for TQM and in the interest of the future research on TQM and HRM.     

The Performance of Power: Sam Watson a Miners' Leader on Many Stages

This paper draws on the biography of Sam Watson, a miners' leader in the North East of England, to examine the ways in which power relations operated within the British labour movement in the forties and fifties. At that time the Marshall Plan and the concern by the US government to control the spread of communism in Europe provided a critical backdrop with the CIA's labor attaché programme providing links between the AFL and the CIOand the British TUC. Recent research has identified the significant role played in the development of these arrangements by Watson. The reliance of the Labour Party on the networks of national, regional and local trade unions has not been a central concern of students of this period. Certainly in accounts of the Marshall Plan, national figures like Ernest Bevin predominate. The “unveiling” here of Watson suggests the possibility of more fruitful investigations on a wider canvass. His relationship with the US mission in itself raises questions as to the social and political processes that made it possible for a middle ranking trade union official to occupy such a significant position of power and influence. The article draws on archival research and, most significantly, upon interviews conducted by the authors in the late seventies with key trade union officals and polticians. It explores the different ways that Watson dealt with communism and with members of the Communist Party, and the key role he played during critical struggles within the Labour Party. The detail of the “insider” accounts reveals the complex ways in which power was performed across and within different arenas – in North East England as regional secretary of the NUM; in London on the national executive committees of the Labour Party and NUM; and abroad as a member, then Chair, of the Labour Party's International Committee.     

Proper marketing

Marketing Management for Nonprofit Organizations (2nd ed.), by Adrian Sargeant. New York: Oxford University Press, 2005. 424 pp., $69.50 paper.