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Health services have expanded in recent times because of scientific and technological developments, placing further pressure on budgets. Although health care provision remains a priority worldwide, there have been severe nursing staff shortages and growing disenchantment among the workforce, due to pay, job classification and career problems.
This text examines the challenges facing education managers as the introduction of the National Curriculum, a number of Education Acts and the reorganization of management, have altered the concepts of teacher professionality and their statutory duties.
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This book began as a collection of papers presented at a conference entitled ‘The Future Business of Higher Education’ held at Oxford University. The contributions range from those who grapple with the question of what a University should do, through those concerned with making Higher Education more efficient, to some who were already planning for some technologically inevitable virtual future. These disparate leanings led to inevitable conflict and a challenge in editing into book form. In compiling and editing the chapters the editor has tried to preserve some of the diversity of opinion presented at Oxford. By doing so it is apparent that some individual contributors would find unacceptable much of what others in the book have to say. The traditionalists clash with the modernizers, the Left with the Right, Public with Private and the theorists with the practitioners. It is this very divergence of philosophical opinion as to the future of Higher Education that makes this book such an enjoyable and stimulating read.
The relations of Great Britain and its Dominions significantly influenced the development of the British Empire in the late 19th and the first third of the 20th century. The mutual attitude to the constitutional issues that Dominion and British leaders have continually discussed at Colonial and Imperial Conferences respectively was one of the main aspects forming the links between the mother country and the autonomous overseas territories. This volume therefore focuses on the key period when the importance of the Dominions not only increased within the Empire itself, but also in the sphere of the international relations, and the Dominions gained the opportunity to influence the forming of the Imperial foreign policy. During the first third of the 20th century, the British Empire gradually transformed into the British Commonwealth of Nations, in which the importance of Dominions excelled. The work is based on the study of unreleased sources from British archives, a large number of published documents and extensive relevant literature.
Kenya has a rich and complex history. Due to the vast discoveries of prehistoric archaeological remains, Kenya is one of the few places in the world with the largest and most complete record of human’s cultural development. Furthermore, the country’s strategic location astride the Indian Ocean and the East African littoral attracted numerous foreigners such as the Arabs, Persians, Portuguese, Americans, British, Chinese, French, and Germans. Additionally, immigrants from throughout Africa and beyond have settled in Kenya to escape conflict or political persecution, while others wanted an opportunity to begin a new life. As a result of being a gateway to the world, the country traditional...
This is the first book yet written on industrial relations in the NHS and it has been completed at a time of radical and rapid change. Some of the material, particularly in the final chapter, reflects first thoughts about the impact of the new system on industrial relations. The book arose from my teaching experiences with health service practitioners from several of the NHS trade unions and professional associations. Many of these activists, as well as managers, expressed frustration that there was no single source about some of the issues which concerned them. This book is the result of their anxieties. Throughout, I have assumed that the main thrust of government policy towards the NHS, at least since the early 1980s, has been to sell off important sections of the service to the private sector. There is, I believe, strong evidence for this proposition. My argument, however, is based not only on the evidence of government's will to 'privatize', but also on the behaviour of ministers, senior civil servants and senior NHS managers which adds up to a set of policies and practices which together allow the point that government runs the NHS as if it was going to sell it.