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This chapter provides a historical contextualisation of health tracking and public health communication from the post-World War Two development of the welfare state, through the birth of neoliberalism, until today’s individualising practices of digital health tracking and quantification of bodies. Through an examination of these three phases of public health quantification of bodies, encompassing the socio-economic, cultural and political shifts since 1948, combined with the development and wide adoption of digital health and self-quantifying technologies, this chapter traces the changing landscape and the dramatic implications this has had for shifting who is responsible for maintaining ‘good’ health. This chapter illustrates how neoliberal free market principles have reigned over UK public health discourse for many decades, seeing health as no longer binary to illness, but as a practice of individual self-quantification and self-care. In turn, the chapter explores how the quantification and health tracking of bodies has become a dominant discourse in public health promotion, as well as individual citizenship and patient practices. This discourse still exists pervasively as we move into the digital society of the 2020s, through the Covid-19 pandemic and beyond; with public health strategies internationally promoting the use of digital health tools in our everyday, further positioning citizens as entrepreneurial subjects, adopting extensive technological measures in an attempt to measure and ‘optimise’ health, normalising the everyday quantification of bodies.

Presents 35 abstracts from the 2001 Employment Research Unit Annual conference held at Cardiff Business School in September 2001. Attempts to explore the theme of changing politics of employment relations beyond and within the nation state, against a background of concern in the developed economies at the erosion of relatively advanced conditions of work and social welfare through increasing competition and international agitation for more effective global labour standards. Divides this concept into two areas, addressing the erosion of employment standards through processes of restructuring and examining attempts by governments, trade unions and agencies to re‐create effective systems of regulation. Gives case examples from areas such as India, Wales, London, Ireland, South Africa, Europe and Japan. Covers subjects such as the Disability Discrimination Act, minimum wage, training, contract workers and managing change.

In the 1990s, European social democrats coalesced around a set of principles often referred to as the third way – characterised by prudent economic governance, a slimmer public sector, ‘productive’ welfare services and attraction to inward investment. Third way proponents perceived fairness as supporting opportunity rather than redistributing welfare. On the way to the late 2000s, their sense of direction was lost. The final phase, one might argue, ended with the 2008–2009 financial crisis. Henceforth, the challenge for the Left concerned how to define a social democracy with less revenue and limited scope for expanding public services, while reaching out to the so-called left-behinds through better jobs and a renewed sense of common purpose.

Jeremy Corbyn and Emmanuel Macron represent two distinctly different attempts at forging a new way forward from the impasse. During Corbyn's tenure as a leader (2015–2020), Labour carved out space by moving leftwards on key economic policies while proffering communitarianism as the antidote to globalised capitalism. Across the English Channel, Macron's new party, La République En Marche, sought to generate a new form of politics that had clear similarities with the centrism of third way social democracy, supplemented by an emphasis on social dialogue and enhanced European integration as a strategy for harnessing globalisation.

Corbynism and Macronism represent two distinct attempts at centre-left renewal, both personalised yet evolving on the back of mass movements. This chapter summarises the trajectory of both in terms of ideological content and organisational change and asks what lessons they convey about the future of social democracy in the twenty-first century.

Over the last 20 to 30 years, privatisation has become a world‐wide phenomenon. This article explores the rationale for and changing nature of privatisation. In particular, it draws attention to the range of definitions of “privatisation” and the differing views on its effectiveness in providing improved services to consumers. The main focus of the article is a study of the privatisation of the Public Power Corporation (PPC) of Greece. Examines why and how it was privatised and discusses its future as a private enterprise. It shows that the structure and operation of the privatised PPC and the liberalisation of the Greek electricity market were, and will continue to be, determined principally by the EU's commitment to free market competition.

When groups meet, people form assumptions about the roles of various participants within that group. Examines what these assumptions are using three different approaches: restructured non‐directed interaction; exploration of reasons for being there; self‐introduction of group and discussion of group roles. Discusses the role of facilitator in a group, and defines facilitation as opposed to leadership, finding facilitation is about empowering people to take control and responsibility for their own efforts. Illustrates how to become a good facilitator using fictional characters from a facilitation skills workshop. Ends by revealing how an individual′s potential can be released.

In the “shareholder primacy” (SP) view of the modern corporation, shareholders are endowed with ownership rights over the corporation. This view stems from the property rights and agency theories of the business firm formulated by financial and business economists in the 1970s and 1980s, which subsequently fed into US corporate law debates. It relies on positive legal assumptions that have largely been debunked by legal scholars, and on normative economic ideas that are equally problematic. However, SP is still very influential – if not the dominant paradigm of corporate governance, especially in the United States. The goal of the present study is to come back to the theoretical debates around the foundations of the SP paradigm to seek to identify key ideational properties that may explain, in part, the resilience of such paradigm in policy, scholarship and business practice. In particular, this paper proposes that one important reason for the persistence of the SP ideology lies in the latter’s foundation on the radically contingent nature of shareholders’ claims over the corporation.

IDEAL methods of Library service; this, in simple translation is the purpose before the Library Association Conference at Manchester this year. The first thing that strikes any observer is the great variety of current library work. There was a day, so recent that fairly young men can remember it, when a Library Association Conference could focus its attention upon such matters as public library charging systems, open access versus the indicator, the annotated versus the title‐a‐line catalogue, the imposition of fines and penalties; in short, on those details of working which are now settled in the main and do not admit of general discussion. All of them, too, it will be observed, are problems of the public library. When those of other libraries came into view in those days they were seen only on the horizon. It was believed that there was no nexus of interest in libraries other than the municipal variety. Each of the others was a law unto itself, and its problems concerned no one else. The provision of books for villages, it is true, was always before the public librarian; he knew the problem. In this journal James Duff Brown wrote frequently concerning it; before the Library Assistants' Association, Mr. Harry Farr, then Deputy Librarian of Cardiff, wrote an admirable plea for its development. Wyndham Hulme once addressed an annual dinner suggesting it as the problem for the younger librarians. Carnegie money made the scheme possible. But contemporaneously with the development of the Rural Library system, which now calls itself the County Library system as an earnest of its ultimate intentions, there has been a coming together of the librarians of research and similar libraries. We have a section for them in the Library Association.

Whilst organisational change appears to be happening with increasing frequency and magnitude in both the public and private sectors, most of the major studies of change focus on the private sector and tend to derive their approaches to change from that sector. From a review of the literature, it is argued that there is no “one best way” to manage organisational change but that public sector organisations need to adopt an approach to change which matches their needs and situation. The article examines the privatisation of the Property Services Agency (PSA) in order to draw lessons as to how the public sector can and should manage change. It is shown that the privatisation was characterised by a lack of clarity, an over‐emphasis on changes to structures and procedures, and staff resistance. However, underpinning this was an inappropriate approach to change. The article concludes that the main lessons of the PSA’s privatisation are that, in such circumstances, it is necessary to adopt an approach to change which incorporates both the structural and cultural aspects of change, and which recognises the need to appreciate and respond to staff fears and concerns.