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This book explains the changes that have occurred in welfare states since the early 1970s and considers some of the policy dilemmas that have arisen. Each of the chapters begins with an introduction to set the scene, followed by an examination of the theoretical and conceptual perspectives of the sector under discussion. Chapters analyse the major changes in the sectors, with issue-based conclusions highlighting the policy dilemmas identified in the chapters. The influence of ideology and values is given prominence throughout. Although each of the sectors has its own chapter, the book emphasis

This book explains the changes that have occurred in welfare states since the early 1970s and considers some of the policy dilemmas that have arisen. Each of the chapters begins with an introduction to set the scene, followed by an examination of the theoretical and conceptual perspectives of the sector under discussion. Chapters analyse the major changes in the sectors, with issue-based conclusions highlighting the policy dilemmas identified in the chapters. The influence of ideology and values is given prominence throughout. Although each of the sectors has its own chapter, the book emphasis.

AbstractThe different forms of privatization all imply some diminution of the state's role in the provision, financing or regulation of welfare. Privatisation does not simply mean the sale of public assets and greater reliance on private enterprise and competitive markets; it also means the transfer of welfare responsibilities from the state to the voluntary and informal sectors. This is partly an ideological issue, concerning the state's relationship with individual citizens and social groups, and partly a matter of practicalities.Welfare pluralism implies a less dominant role for the state in the provision (as opposed to the financing and regulation) of welfare services: its major themes are decentralization and participation.Some doubt is cast on the capacity and the desirability of the informal and voluntary sectors substituting for the state in social service provision. The family is undergoing substantial changes which may reduce its capacity to provide care and, at the same time, the number of dependents is increasing. The voluntary sector is beset with problems of uneven and incomplete coverage, equity, fragmentation and accountability.The chief consequence of welfare pluralism has been the rapid development of the commercial sector.

Leadership resources are constantly adapting to the challenge of the dynamic and complex systems in which they must function. To understand the changing leadership types and to better guide the development of new leadership resources, we propose a two-dimensional leadership landscape that provides a perspective into past leadership resources and identifies new frontiers of leadership. In the Where-How of Leadership Emergence (WHOLE) Landscape, one dimension is where leadership occurs – ranging from a single individual to the entire collective – and the other is how leadership arises – ranging from predictable – being based on the structure of the system, to unpredictable – being opportunistic and/or emergent. For simplicity this landscape is divided into four quadrants; two of the quadrants are identified with traditional centralized leadership resources: 1) power- based, hierarchical and/or predictable leadership resources and 2) the opportunistic, unpredictable, and/or emergent hero or leader. We argue that the other two quadrants for distributed leadership are the frontiers of leadership. The structured and distributed quadrant encompasses both familiar collective leadership systems (e.g., direct democracies) and systems based on information technology (e.g., prediction markets). The emergent and distributed quadrant – emergent collective leadership (ECL) – is identified as the newest frontier and innovation in the most challenging dynamic and complex environments. A variety of issues with ECL are discussed: its validity as a resource, organizational conditions for its occurrence, individual and collective requirements for a functioning ECL process, and the embodiment of ECL solutions in organizational structures.

AbstractIn this article, the authors survey and consolidate their investigations during the years 1980‐1983 dealing with consequences of errors in inspection sampling models. Some indication of the current and future research is given.