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To demonstrate how government policy on fires service reform was initially challenged by a stubbornly resistant fire service corporatism but finally dismantled following the 2003 fire service White Paper.

The paper is based on longitudinal case study data that includes 50 semi‐structured interviews with key fire service personnel at regional and national levels.

This paper examines the roots of corporatism at national and local levels and demonstrates how the Fire Brigades Union (FBU) had significant levels of influence on management decision‐making. This was strongly reflected in the key role of the FBU in the industrial relations process that enabled the union to protect “entrenched” working practices. However, at a local level longstanding corporatist partnerships began to break down as a financial crisis arose and management took a more proactive approach. Corporatist structures at a national level, though, remained and it was not until the Labour government's second term of office that these national structures were overhauled following a White Paper and legislation.

This paper demonstrates that whilst fire service management has consolidated its position under the Labour administration it has proved a disaster for the FBU.

This chapter explores sex work and compares legal regimes in two case study contexts of Scotland and New Zealand. It highlights parallels in policy norms and approaches towards women in sex work and women who use drugs, including stigmatisation and punishment of ‘deviant’ women or alternatively, approaches that seek to ‘rescue’ women and which frames them as victims. Different policy approaches and regulatory regimes are discussed but the chapter argues that without attention to social justice issues, the structural drivers of women’s engagement in sex work will continue to be overlooked. Participation in policy processes by those with lived experience is emphasised, both to ensure better understanding of sex work by policymakers, and also in recognition of the citizenship, voice and agency of sex workers.

THE Woolwich Borough Council have made the retirement of Dr. Baker from the post of Borough Librarian the opportunity of adopting the reactionary policy of dividing the Woolwich library system into three independent parts. They do not propose to fill Dr. Baker's post, and have made three members of the staff librarians‐in‐charge of the Woolwich, Eltham, and Plumstead libraries. Within recent years West Ham and Lewisham have adopted a similar policy; while an opposite course has been taken by Southwark and Westminster. It is obvious that an already limited income will be even more inadequate when it is administered in three separate parts. A small temporary advantage may accrue to certain localities of the borough, but the library service of the borough as a whole is bound to suffer. There is plenty of evidence that the greatest library service can be given to a district when the libraries form one organic whole. So much for the present; now for the future. Woolwich is growing rapidly in some localities, and when the inevitable library extension is required, what is going to happen ? Each of the older districts is going to be mulcted of a part of its already far from adequate share in order to finance still another separate administration. Instead of the Borough library service under one administration becoming increasingly efficient with the growth of the district, it is going to remain a series of small and comparatively ineffective units. Then there is another aspect of the question which touches us even more closely professionally. If library systems are going to be divided in this way, men and women are not going to be found willing to go through the long and special training necessary for an administrative librarian, because the position of “librarian‐in‐charge” is no return for such training. In this way, if this policy is going to spread, a much more serious blow still will be struck at the library efficiency of the country.

To apply and develop Stephen Barley's model of career structuration to offer insights into the transition into portfolio working.

A qualitative case study methodology is used. Interviews were conducted with managers who had left the National Health Service to develop portfolio careers.

The adoption of the Barley model of career structuration as a sensitising device has made it possible to show how individuals have drawn from existing scripts embedded in institutional forms but have also contributed to developing new career scripts, such as portfolio working. Their enactment of career scripts is a dynamic process whereby they impact back on those scripts in both intentional and unintentional ways. Thus the transformative capacity of individual career actions is asserted but, critically, alongside awareness of constraints as bound up in structures which have salience for individuals and for collectives.

This is a study based in one large public sector organisation. Further exploration of the potential role of career as a way of understanding socially embedded action and its capacity for change is required, which takes account of different occupational settings.

The study outlines some of the frustrations experienced by portfolio workers and has practical implications for the ways in which they should be managed.

The paper contributes to the debate concerning structure and agency in career theory.

The recent years have been marked by the increasing participation of women in the labour force internationally. Especially in the industrialised countries of Western Europe and North America, this labour force participation is now well over 40%. Globally, however, the estimate is around 33%. A large number of these women are still found in the agriculture sector and the informal sector of industry. For those working in the formal industrial sector, a significant portion work in the shopfloor of assembly line operations for products ranging from electronics to textiles. Women in management comprise less than 1% of all economically active women. For the purposes of this paper, a “manager” is defined as a person who has latitude in decision making as to the allocation and use of organisational resources, including physical, financial, and human resources.

This volume of essays is based upon the proceedings of a conference on “Ethics and Epidemics” hosted in March 2004 by Albany Medical College and the Graduate College of Union University in the wake of the SARS epidemic. The SARS epidemic was a stark reminder of how quickly infectious disease can spread in our era of fast and frequent worldwide travel. Furthermore, it reawakened interest in and debate about major ethical, policy, political and social issues that arise as societies respond to such acute threats to health, life and liberty. Current concerns about the threat of avian influenza, due to the H5N1 virus, and its potential to evolve into a worldwide pandemic highlight the urgent need to address these issues.

Presents 31 abstracts, edited by Johanthan Morris and Mike Reed, from the 2003 Employment Research Unit Annual Conference, held at Cardiff Business School in September 2003. The conference theme was “The end of management? managerial pasts, presents and futures”. Contributions covered, for example, the changing HR role, managing Kaizen, contradiction in organizational life, organizational archetypes, changing managerial work and gendering first‐time management roles. Case examples come from areas such as Mexico, South Africa, Australia, the USA, Canada and Turkey.

In 1996 Hubert Saint‐Onge and Smith published an article (“The evolutionary organization: avoiding a Titanic fate”, in The Learning Organization, Vol. 3 No. 4), based on their experience at the Canadian Imperial Bank of Commerce (CIBC). It was established at CIBC that change could be successfully facilitated through blended application of theory such as system dynamics, and the then emerging notions of “chaos and complexity”. The resulting enterprise was termed an evolutionary organization (EVO), and CIBC has continued since to re‐invent itself with great success. Although the all‐embracing nature of chaos and complexity was understood, in retrospect the impact of non‐rational people‐factors, e.g. emotion, trust, openness, spirituality were underestimated. Introduces the six papers included in this special issue, which illustrate how much more sophisticated chaos and complexity have become in the decade since Hubert Saint‐Onge and Smith first began to apply the notions at CIBC. However, although the papers in this issue present some evidence of managerial “take‐up” of chaos and complexity, whether “take‐off” will ever ensue is questionable. It is proposed that, just as in the 1990s, if there is one thing that more than any other stands in the way of exploration and adoption of these ideas, it is management mindsets.

The critical budgetting month of March is over, and we are at liberty to glance at the general position of libraries in regard to finance. As we anticipated, certain retrenchments have been effected in the form of reduced contributions from municipal rates, but while these have been regrettable they have in no case been so drastic as utterly to cripple the libraries involved. The unfortunate circumstance in the matter is the haphazard way in which reductions are made. An example worth quoting of this kind occurred at Ealing, where a councillor moved successfully that the appropriation for libraries be reduced to £1,500, without specifying in what directions economies were to be effected, or troubling himself about the working of a system of libraries upon this manifestly inadequate sum; but, after all, to tilt at haphazard methods is to tilt at British character. Naturally, the old exploded arguments against public libraries were advanced in various discussions, as at Croydon, where a councillor stated that the librarian's hours were spent “in handing novels to servant girls, who had nothing better to do,” a statement which he must have known to be untrue; but such arguments have met with small success, and on the whole the libraries have been supported.