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This paper seeks to promote a people‐oriented approach to place management. The author asks: Why do we need place management? What can place management do? How are place managers responding? and What should place management do?

The author reviews theoretical problems and the solutions that are implied. The author analyses policy with respect to these theories to provide practical recommendations for place managers.

The author finds that people‐managed places: are developed through use not by function; foster cooperation and collaboration; are inclusive and open to newcomers; and have infrastructure for bottom‐up management.

Although this paper draws upon evidence and policy from the UK, the recommendations are broadly applicable to any location. Place managers should: start with current place users; consider the needs of potential place users; define place‐based rights and responsibilities; encourage collaboration between those with different uses of place; cross boundaries and work with their neighbours; and internalise externalities through place‐making and leadership.

The paper explains and supports the principle of people‐managed places through demonstration with practical recommendations. The paper draws upon the concepts of market externalities, cooperative game theory, social solidarity, cluster theory and emergence, to explain the importance that civil society plays in place management.

The purpose of the paper is to explore, in broad terms, how policing needs to be developed in communities today.

The approach is normative and analytical, considering the meaning of policing in general, and community policing in particular, and specifying the criteria that such policing has to satisfy in order to be fair and effective in contemporary society.

A concept of public self‐policing is developed and community policing is then evaluated in the light of this concept. Police officers are understood as street‐level bureaucrats, with multiple accountabilities. The ideal relationship between police and public is characterised as a structural coupling between two types of self‐organising system.

The paper has implications for how policing organisations and governments might develop improved policing strategies in the future.

The paper provides a clear, logical summary of thinking about the role of policing, particularly community policing, in today's society. It offers a novel concept of public self‐policing, leading to a new approach to the evaluation of the work of policing organisations.

This issue is a selected bibliography covering the subject of leadership.

This paper aims to identify the ethical foundations and principles underpinning the learning organization (LO) concept.

By interviewing one thought leader in the field, Professor Robin Snell, this paper traces how his early days in academia shaped the development of an ethics-driven research agenda on LO.

An ethical perspective advocates the importance of establishing a covenant or constitutional foundation of rights that would enable and empower organizational members at all levels to enact the processes of LOs, thus signifying the importance of employee development and a more sustainable approach for developing LO.

A personal reflection of Robin Snell on his own academic career development and research trajectory offers some insights into how an ethical perspective of LO evolved and flourished as a field of study.

The following bibliography focuses mainly on programs which can run on IBM microcomputers and compatibles under the operating system PC DOS/MS DOS, and which can be used in online information and documentation work. They fall into the following categories:

It has been commented that the topic of enforcement needs little introduction ‘since it is readily apparent that the imposition of the [then] new regulatory structure will prove to be a largely futile exercise if regulation cannot be effectively enforced’. Indeed, Professor Gower has made the comment that ‘it is not much use having regulations unless they are enforced’.

In France, social housing provides a significant proportion of housing services. The present contribution seeks to identify housing careers for social tenants, using event history analysis on a sample of over 40,000 households located in the Lille metropolitan area (in northern France). The data was provided by a local social housing company, and contains extensive geographical information. The analysis was conducted for the metropolitan area and for its three main cities (Lille, Roubaix and Tourcoing). This made it possible to measure the effect of geographical location at both the agglomeration and neighbourhood levels. Our main results are threefold. First, access to better housing depends more on individual characteristics than on residential location; thus, it appears that comparatively favoured households may use social housing to increase their “upward mobility.” Secondly, forced mobility (eviction) depends on household histories and characteristics, but is spatially heavily concentrated. Finally, urban renewal, by increasing the quality of the built environment, tends - at least in some neighbourhoods - to make social housing more desirable (by giving households a stronger incentive to stay). It may thus improve the quality of life of people who are less likely to become homeowners or to access larger/more comfortable houses.

The first paper in this series explored the effects of the tor‐learner relationship on learners' feelings, learning and interest during management learning events.