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chapter 1 Introduction -- chapter 2 The Emergence of the Centralist Faith -- chapter 3 The Administration of Collectivism -- chapter 4 The Performance of the Statutory Services -- chapter 5 Reorganisation : Three Case Studies -- chapter 6 The Other Three Sectors -- chapter 7 Representative Democracy -- chapter 8 After Social Democracy -- chapter 9 Theory into Practice -- chapter 10 Towards Alternative Structures -- chapter 11 On Becoming Keynes's Grandchildren.

This text-book examines the policy and organizational context for community care, and consists of interviews and case studies, showing how community care is (or is not) working within the areas of care for the elderly, learning disabilities, mental health and physical disabilities

This article reports aspects of research in the reorganization of a local government social services department. It focuses on the issues of involvement, participation, and motivation, utilizing classic and contemporary concepts as a basis for discussing the empirical evidence. It is argued that the intention to allow greater participation foundered on the paradox that these changes lacked the explicit direction which became necessary in the context of sudden changes in the wider political and organizational environment. In conclusion, it is suggested that this case study shows a need for explicit leadership and direction if participation is to be fostered in hierarchical work organizations as a means of creating motivated staff and external contributors to the services provided.

This text-book examines the policy and organizational context for community care, and consists of interviews and case studies, showing how community care is (or is not) working within the areas of care for the elderly, learning disabilities, mental health and physical disabilities

The life history of work cooperatives in capitalist societies offers a fruitful field for examining the factors which may influence their development as distinctive alternatives to prevailing work cultures or their tendencies to revert to prevailing norms. The case study presented in this article explores change and stability in a long-established British common ownership firm, comparing data from studies in 1960 and 1989. Evolution from paternalist to managerialist leadership is analysed using an action approach. A force-field perspective is employed to examine the interaction of pressures for development, convergence and the maintenance of the status quo, and to explain the equilibrium which has resulted.