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This paper aims to explore whether there is a “low financing trap” that results in underfunding of education systems in low and lower middle income countries (LICs and LMICs). It shows public investment in education has not increased over the last two decades despite extensive advocacy and has equilibrated at about 4% of GDP. More than 6% of GDP is needed to achieve the sustainable development goals.

This research uses large scale data from the UNESCO Institute of Statistics and the World Bank to analyse patterns of investment across sub-Saharan Africa. The most recent data downloaded in 2022 are used for each country. The analysis uses time series analysis to show how flows of resources for education have evolved and illustrates the limits to growth.

The research develops a taxonomy of countries and identifies three bands of effort for investment in education. Individual countries tend to remain in the same band of expenditure level and only the highest band countries are likely to be able to finance their development goals from their own resources between now and 2030. Escape from the low financing trap is critical for future educational development.

Innovative approaches to external assistance are needed which recognise that domestic revenues are at the heart of sustainable financing and that greater efficiency and effectiveness are critical to sustainable solutions. The priority is to accelerate the development of fiscal states, which can finance public goods from domestic revenue and make good use of concessionary assistance.

Some US counties are more likely to generate entrepreneurial opportunities than others. This paper aims to determine the linkages between US counties with disproportionately high shares of entrepreneurs and specific attributes of the entrepreneurial support system.

Non-farm proprietorship (NFP) has been used as a proxy for entrepreneurship and self-employment. NFP employment data were collected from the US Bureau of Economic Analysis by county. Data on all independent variables were obtained from the US Census and Bureau of Economic Analysis by county and subject to stepwise linear regression analysis.

Results revealed a strong positive relationship between the percent of NFP employment by county and the percent real estate, rental and leasing employment and construction employment as well as percent Hispanic and median age.

In attempting to encourage NFP employment, policymakers should be more aware of the key predictors that shape county-wide entrepreneurial ecosystems to enhance competitive advantage. Better understanding of the needs and experiences of different types of entrepreneurs and ecosystems can enhance overall quality of life and economic opportunity levels in a community.

The explicit spatial context of this paper has sometimes been overlooked in the traditional entrepreneurship literature, as such, this paper helps fill that gap. The findings provide a disaggregated analysis that can help better understand the key predictors that can drive the local choices of entrepreneurs and help local policymakers to build more competitive communities.

The subject areas are organizational management, organizational behaviour and human resource management.

The study is applicable for courses in human resource management and organizational behaviour as part of masters-level programmes in business administration and management, executive development programmes on organization design and development for middle/senior management.

In 2003, Elizabeth and Sunil Mehta had founded a voluntary organization, “Muktangan”, focussed on child-centric education through innovative pedagogy for the community of the urban poor. Elizabeth, an educationist, and Sunil, a highly successful business person, joined hands to contribute to the well-being of urban poor to make a difference to their lives. Elizabeth and Sunil presented a proposal to impart education for “the children of the community, by the teachers drawn from the community” to the residents of the slums in central Mumbai. With a humble beginning of running a small pre-school, Muktangan now manages seven schools with 3,400 children and 500 teachers, and a teachers’ training centre with a capacity to train 100 teachers a year. Muktangan won acclaim for its unique pedagogy and a very effective child-to-teacher ratio. Over the years, Elizabeth and Sunil led Muktangan with a strong passion and a “hands-on” approach. Of late, Elizabeth and Sunil faced questions from their donors about the sustainability of Muktangan with respect to leadership and management succession. Elizabeth and Sunil had a vision for Muktangan for self-directed growth with an empowered team. Muktangan embarked on the journey to create a leadership for self-directed growth. Sunil, Elizabeth and team Muktangan conceptualized and implemented a change management intervention with help from an external consultant to build the desired organization.

Outcomes are understanding issues involved in the leadership, organization design and management of change, particularly of those organizations engaged in social change and development in developing societies.

The Muktangan Story: Part A – An Organizational Study; The Muktangan Story Part B – Winds of Change; Teaching Note; References: Bradach J. (1996), Organizational Alignment: The 7-S Model, Harvard Business School Publishing, Boston, MA 02,163. Cooperrider D. and Whitney D. (2005), “A Positive Revolution in Change: Appreciative Inquiry”, In The Change Handbook. The Definitive Resource on Today’s Best Methods for Engaging.Whole Systems, by Peggy Holman, Tom Devane, and Steven Cady. Berrett-Koehler Publishers. Cooperrider D., Whitney D., and Stavros J.M. (2008), Appreciative Inquiry Handbook for Leaders of Change (Second Edition), Berrett-Koehler Publishers. Greiner, L.E. (1998), “Evolution and Revolution as Organizations Grow”, Harvard Business Review, May-June, 3-11. www.muktanganedu.org/ accessed 12 April, 2018. Kessler, E. H., (2013) (ed.), Encyclopaedia of Management Theory, Sage Publications Kotter, J. P. (1996), Leading Change, Harvard Business School Press, Boston. Lewin K. (1951), Field Theory in social science, Harper & Row, New York. Waterman, R. H., Peters, T. J., and Phillips, J. R. (1980), Structure is not organization. Business Horizons, 23(3), 14-26.

CSS 6: Human Resource Management.

Hawker Siddeley Aviation Ltd. has been re‐organized to provide a greater degree of central control. Its operation as three separate Divisions has now ceased. The Board now consists of Sir Arnold Hall (Chairman), Mr J. T. Lidbury (Deputy Chairman and Managing Director), Air Chief Marshal Sir Harry Broadhurst (Deputy Managing Director), Mr R. L Lickley (Assistant Managing Director and Chief Executive—Military), Air Commodore F. R. Banks (Assistant Managing Director and Chief Executive—Civil), Captain E. D. G. Lewin (Naval Affairs). Mr E. G. Rubython (Commercial Director), Mr A. J. Laurence (Financial Director and Secretary) and Sir Sydney Camm (Director of Design).

Analyzes the impact of collective bargaining on the supplemental compensation of employees in large police departments across the nation. Suggests that collective bargaining does make a difference in terms of economic benefits; hazardous duty pay, differential shift pay and educational incentive pay are all more likely to be present when the collective bargaining process is available, and merit pay (a more likely management prerogative policy) is less likely to be present. The correlation between collective bargaining and personnel policy varies greatly, however, when controls for fiscal capacity, organizational size, and region are added to the analysis. Geographic region turns out to constitute an important contextual variable deserving primary attention in future analyses of police personnel policies and practices.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

Industrial relations have attracted massive attention during the 1980s. Major pieces of legislation have changed the law on the conduct of disputes, the use of the closed shop, and the internal operation of trade unions. Employers have been making efforts to change working practices, and hardly a day goes by without the advocacy of some new policy, be it quality circles, profit‐related pay, or use of multi skilled craft workers. In addition to reacting to legal and employer‐led changes, trade unions have had to respond to declining membership and to conduct internal debates on such novel topics as single‐ union and no‐strike deals.

This paper aims to build on recent work in the field of management and historiography that argues that management theorizing needs to be understood in its historical context.

First, the paper attempts to show how a steady filtering of management theory and of the selection and work of management theorists lends itself to a narrowly focused, managerialist, and functionalist perspective. Second, the paper attempts to show how not only left‐wing ideas, but also even the rich complexity of mainstream ideas, have been “written out” of management accounts. The paper explores these points through an examination of the treatment of Abraham Maslow in management texts over time.

The paper's conclusion is a simple one: management theory – whether mainstream or critical – does a disservice to the potential of the field when it oversimplifies to a point where a given theory or theorist is misread because sufficient context, history, and reflection are missing from the presentation/dissemination.

This paper highlights the importance of reading the original texts, rather than second or third person accounts, and the importance of reading management theory in the context in which it was/is derived.