Suchergebnisse

In the complex cobweb of public sector organizational structures, the need to tackle intricate societal problems set the context for a new direction in leadership studies, one that enables the achievement of policy goals by creating collaborative capabilities. In the policy area of children and young people, Local Safeguarding Children Boards (LSCBs) can allow leadership to manifest itself through a number of media. First, the local authority is the statutory designated leader of this partnership in the local community. Second, the representatives of agencies with a duty to cooperate on children's issues are themselves leaders of their organizations' resources and commitment to the partnership's goal. Third, in the light of unprecedented complexity in policy making, getting things done often depends on the leadership capabilities of people and of organizations to work with the tension between multiple sets of professional, organizational and sectoral values. Although, in theory, leadership should be an important element of inter-agency working, essentially being about making things happen beyond usual institutional constraints, in reality however, empirical findings have shown that leadership in LSCBs is systematically inhibited, hence endangering the outcomes of collaborative, inter-professional and inter-organizational work. The article concludes with the paradox of public servants demonstrating leadership in inter-organizational settings while remaining an impersonal administrator subjected to tight public scrutiny. The article seeks to make a contribution to the public policy and management field in general and to that of collaborative management in particular. To this end, the existing developments in the leadership literature have been used to shed light on one case study of one of the more controversial partnerships in the British public sector: LSCBs.

ZusammenfassungDie aktuelle politische Bühne ist voll von Elementen eines Verwaltungsethos, das zugleich traditionellen wie auch modernen Strömungen unterliegt. Sich in dieser Situation zurechtzufinden, ist für Verwaltungsangestellte nicht leicht. Der vorliegende Artikel befasst sich mit den verschiedenen Anforderungen an die Angestellten in vergangenen Dekaden und zeigt auf, dass in der Gegenwart so viel von Mitarbeitenden gefordert wird wie nie zuvor. Um mit den Ungewissheiten in der Politikgestaltung fertig zu werden, brauche es deshalb vor allem Flexibilität und "lean management".RésuméIl existe un flou hiérarchique du système de l'administration actuelle, où des courants traditionnelles et modernes existent en parallèle. L'article montre les exigences qui étaient posées à l'administration avant et celles actuelles. A l'heure actuelle les objectives ne sont pas claires, une instabilité dans le système du fonctionnement rend difficile le travail de l'administration. Pour y répondre beaucoup de flexibilité et « lean management » sont demandés.

This article examines the roles that occupational segregation and gender bias in the welfare professions play in persistent failures in inter-agency and inter-professional collaborations. Drawing on case study evidence from a Local Safeguarding Children Board in England, a 'serendipity pattern' of gender dominance is identified within professions affecting inter-professional collaborations such as those prevalent in Local Safeguarding Children Boards. As we assign this pattern 'strategic interpretation', we suggest that policy measures taken to augment the effectiveness of welfare partnerships have, so far, paid insufficient attention to the critical variable of gender, due to over-emphasis on the organisations, rather than the professions, involved. The article's contribution to practice is unravelling the potential of this oversight to contribute to failure to establish a collaborative mind-set. Our contribution to theory is highlighting specific cultural barriers to inter-professional collaborations, unravelling the power differentials rooted in gender inequity in public sector workforces and challenging professional and organizational traditionalism. In doing so, we offer empirical evidence of the 'gender hypothesis' in welfare partnerships and indicate how future investigations might be pursued in this area.

Public administration as a field of work and study offers a theoretically rich yet practical tool to enact student engagement and the ideal of students-as-partners: the principles of service co-creation. Public administration, as an interdisciplinary and applied field, promoting and reflecting democratic principles, is a good source of tools for practice. As such we expect it to be particularly suitable for curriculum co-design principles. Our research sets potential benefits and challenges in facilitating a co-designed curriculum for public administration programmes. In doing so we make the case for more co-design and co-production of teaching as a tool to achieve enhanced understanding of these concepts and greater student engagement.

Public administration as a field of work and study offers a theoretically rich yet practical tool to enact student engagement and the ideal of students-as-partners: the principles of service co-creation. Public administration, as an interdisciplinary and applied field, promoting and reflecting democratic principles, is a good source of tools for practice. As such we expect it to be particularly suitable for curriculum co-design principles. Our research sets potential benefits and challenges in facilitating a co-designed curriculum for public administration programmes. In doing so we make the case for more co-design and co-production of teaching as a tool to achieve enhanced understanding of these concepts and greater student engagement.