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As for architect education the Inner London Education Authority, Michael Powell, is in charge of unique organization for educational change. Within the organization he is an officer of the Department of Architecture and Civic Design of the GLC. The client is the education officer.

This essay surveys and synthesizes the academic literature, archival sources and interviews with key policy makers regarding the emergence of community technology centers in the US. Community Technology Centers (CTCs) came to the fore in the late 1990s through an activist nonprofit sector combined with federal government and private sector funding. Federal data indicates that CTCs now represent the most important access points to information communications technology for the poor in the US. This essay reviews the latest arguments for and against continued investment in CTCs and public access in general. In addition to providing access, which is often used beneficially for employment and education related purposes, CTCs appear to contribute to social capital as they become social gathering points. This paper concludes, that both government and nonprofits play a vital role in ensuring public access for the poor and that continued investment in CTCs is warranted.

We hope this research volume will change the way scholars and managers think about health care management in two fundamental ways. First, we want to challenge the superficial separations between national and international health care management. To dissolve these distinctions, the “not-invented-here” or “who cares about a Belgian, Indian, or Thai medical center,” or “that won’t work in our policy system” attitudes must change. Second, we want scholars and managers to learn how to transfer innovative ideas and management practices across cultures and around policy barriers. Cultural, language, and policy differences present formidable barriers, but we believe lessons about managing human resources, informatics, quality, services, and strategies in health care organizations can be transferred.

This chapter explores archetypal change in the context of professional service firms. To understand recent and ongoing changes in professional service firms, we briefly show how the professional archetype has evolved since the 1960s. We then present four theoretical models to describe processes by which institutionalized archetypes can change, and possibly coexist in the same field. Three professional archetypes are described, each in the context of historical development and the change model described earlier. At the one extreme is the traditional professional partnership; at the other the larger, multidisciplinary, corporate, global professional network, or GPN; in between is the “Star” form – relatively specialized, flatter structure, resisting significant growth, with fixations on excellence, and being the leader in a professional niche.

The Framers of the Constitution granted Congress the ability to punish members for misconduct to protect the institution's integrity and dignity. However, with the low approval ratings of Congress and the widespread belief that those in government are corrupt, the institution has not done an excellent job at protecting its integrity. This chapter examines all allegations investigated by the House and Senate Ethics Committees to determine if Congress has systematically punished misconduct among members. Using data on 396 misconduct investigations in Congress, this research examines the institution's likelihood of punishing a member before and after implementing permanent ethics committees in the 90th Congress. The study reveals that Congress was more likely to systematically punish members for ethical misconduct before permanently installing ethics committees. However, in the contemporary period, the only type of misconduct a member is likely to be punished for is sexual harassment. Yet, the likelihood of being punished for sexual harassment falls when a member resigns or strategically retires.