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The author points to a conflict in values between the UKs New Public Management (NPM) & its goal of equal opportunity in public sector organizations. Conclusions in this article are made from empirical findings from the study of a large civil service agency & two NHS trusts between 1995 & 1998. The article also outlines important developments in equal opportunity policy as applied to government organizations. Conflicts are present because the priorities promoted by NPM can work against those sought in equality management; new power relationships brought about by reform have influenced the thinking of all public managers; the organizational terrain has changed the challenges faced by those who seek equal opportunity. The authors also discuss implications for the future, whether the scope of equal opportunity will be cut back through lack of support & funding or whether managers will work through the new system to drive initiative forward. 64 References. L. A. Hoffman

AbstractThis article will outline the response of housing management to the implementation of community care policy in the North East. It will locate housing's role within the broader development of community care policy, and briefly review the reasons for housing's relatively late arrival as a key partner, alongside social services and health, in the planning and delivery of services. Using information gathered from interviews with housing professionals, part‐time housing students, voluntary organizations, and workers within health and social services, it outlines and evaluates five main factors which appear to be affecting the successful integration of housing management into the process of planning and delivering community care services in the North East.

PurposeThe purpose of this paper is to highlight gendered media constructions which discourage women's acceptability as political leaders and trivialise or ignore their contribution.Design/methodology/approachMedia analysis of UK newspapers, government web sites, worldwide web relating to the UK 2010 government election, women MPs and in particular representations of Harriet Harman and Theresa May.FindingsMedia constructions of UK women political leaders are gendered and powerful in messaging women's (un)acceptability as leaders against embedded stereotypes. Being invisible via tokenism and yet spotlighted on the basis of their gender, media constructions trivialize their contribution, thus detracting from their credibility as leaders.Research limitations/implicationsUK‐based study grounded in opportune "snapshot" media analysis during election and resultant formation of UK coalition Government. Focus on two women political leaders, results may not be generalisable.Practical implicationsRaises awareness of the numerical minority status of UK women political leaders, the invisibility‐visibility contradiction and the power of the media to construct women leaders against gender stereotypes. Call for continued challenge to gendered leader stereotypes and women's representation in UK political leadership.Originality/valueHighlights power of media to perpetuate gender stereotypes of UK women political leaders.