‘Street-level bureaucracy,management and the corrupted world of service’

Lipsky's analysis of the implementation gap in welfare policy in ‘Street-level Bureaucracy’ focuses on the problem of front-line discretion but ‘brackets off’ the discretion of senior managers. In this paper I draw on a qualitative study to argue that senior managers can also exercise significant discretion and that their discretion can contribute to the conditions of policy confusion and contradiction, and resource inadequacy that characterise ‘the corrupted world of service’ of front-line discretion. In this context front-line discretion may be used by front-line staff to bridge the policy implementation gap created by senior managers.     

How do people differentiate between jobs: and how do they define a good job?

Employed individuals from a range of jobs (n=18) were interviewed using a repertory grid technique, to explore the criteria they used to distinguish between different jobs. The concepts of 'a good job' and 'a job good for health' were also discussed. Interactions with others and the job itself were the most commonly used criteria and were also the most common features of a 'good job'. Pay and security were mentioned frequently but were less important when comparing jobs and when defining a 'good job'. Physical activity was rarely associated by interviewees with a 'good job' but was frequently associated with a 'job good for health'. A comprehensive definition of a 'good job' needs to take all these factors into account.     

Education CREATIVE THINKING AND INNOVATIVE EDUCATION IN THE DECISION SCIENCES

Creative problem solving is seldom addressed directly in the decision sciences literature. The first half of this paper reviews current thinking about creativity and its educational importance. The remainder addresses creative problem-solving processes and, in particular, the process developed by Parnes, Noller and Biondi [24] and Osborn [23]. This process has been integrated into an OR/MS problem-solving course which is described. Conclusions and implications for decision sciences education and practice in general are discussed.     

Bauer on Aid

Book reviewed in this article: Reality and Rhetoric. Studies in the Economics of Development. By P.T. Bauer     

An Analytical Investigation of the Bullwhip Effect

The Bullwhip Effect is problematic: order variability increases as orders propagate along the supply chain. The fundamental differential delay equations for a retailer's inventory reacting to a surge in demand are solved exactly. Much of the rich and complex inventory behavior is determined by the replenishment delay. The analytical solutions agree with numerical integrations and previous control theory results. Managerially useful ordering strategies are proposed. Exact expressions are derived for the retailer's orders to the manufacturer, and the Bullwhip Effect arises naturally. The approach is quite general and applicable to a wide variety of supply chain problems.     

Solving the Labour Problem Among Professional Workers in the UK Public Sector: Organisation Change and Performance Management

This paper draws together evidence from across the UK public services to present an analysis of public sector organisational change that has been observed and experienced since the 1980s. The argument is that the pattern of persistent change, packaged as a myriad of reform measures, has been centrally concerned with solving the labour problem—low worker productivity and managers not being able to manage—in what are labour intensive services. The now familiar managerial discourse of empowerment and high commitment working practices is highlighted and express linkages are drawn between such themes and the day-to-day practices of performance and human resource management, seen here to be key levers in solving the same labour problem through a reduction in the quality of working lives of many public service workers.     

Probabilistic Inversion in Priority Setting of Emerging Zoonoses

This article presents methodology of applying probabilistic inversion in combination with expert judgment in priority setting problem. Experts rank scenarios according to severity. A linear multi‐criteria analysis model underlying the expert preferences is posited. Using probabilistic inversion, a distribution over attribute weights is found that optimally reproduces the expert rankings. This model is validated in three ways. First, consistency of expert rankings is checked, second, a complete model fitted using all expert data is found to adequately reproduce observed expert rankings, and third, the model is fitted to subsets of the expert data and used to predict rankings in out‐of‐sample expert data.     

Capturing hearts and minds: The influence of relational identification with the leader on followers' mobilization and cardiovascular reactivity

The influence of relational identification (RI) on leadership processes and the effects of social identity leadership on followers' responses to stress have received scant theoretical and research attention. The present research advances theoretical understanding by testing the assertion that high RI with the leader drives follower mobilization of effort and psychophysiological responses to stress. Two experimental scenario studies (Study 1 and Study 2) support the hypothesis that being led by an individual with whom followers perceive high RI increases follower intentional mobilization. Study 2 additionally showed that high (vs. low) RI increases follower resource appraisals and cognitive task performance. A laboratory experiment (Study 3) assessing cardiovascular (CV) reactivity showed that, compared to neutral (i.e., non-affiliated) leadership, being led by an individual with whom participants felt low RI elicited a maladaptive (i.e., threat) response to a pressurized task. In addition, relative to the low RI and neutral conditions, high RI with the leader did not engender greater challenge or threat reactivity. In conclusion, advancing social identity leadership and challenge and threat theory, findings suggest that leaders should be mindful of the deleterious effects (i.e., reduced mobilization and greater threat state) of low RI to optimize follower mobilization of effort and psychophysiological responses to stress.