Intervention or Persuasion? Strategies for Turnaround of Poorly-Performing Councils

This article provides early results from a long-term evaluation of the turnaround strategies by poorly-performing local authorities in England. The history and theory behind central government interventions into local government is reviewed, focusing on the Comprehensive Performance Assessment (CPA). The journeys taken by 10 local authorities, after being labelled as 'poor' or 'weak', are described and these responses are located within the literature on theories of turnaround and public sector service improvement. The authors conclude by setting out a research agenda for the future.     

Measuring and Explaining Technical Efficiency in UK Potato Production

Technical efficiency in UK maincrop potato production is measured through the estimation of a stochastic frontier production function using cross section data for the 1992 crop year. Variations in the technical efficiency index across production units are explained through a number of managerial and farm characteristic variables following Battese and Coelli (1995). The technical efficiency index across production units ranges from 33 to 97 per cent. Irrigation of the potato crop and storage of potatoes after harvest are positively correlated with technical efficiency. Number of years of experience of growing potatoes, small scale farming practice and chitting of seed potatoes are all negatively correlated with technical efficiency.     

The miners and new technology

In this article the authors develop a theoretical framework for the analysis of issues raised by the new technology and report on research undertaken for the NUM into automation in coal mining. Alternative strategies are introduced which may be considered by the NUM to cope with new technology in the pits.     

Building a leadership brand

How do some firms produce a pipeline of consistently excellent managers? Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability. It's what Ulrich and Smallwood--cofounders of the RBL Group, a leadership development consultancy--call a leadership brand. Organizations with leadership brands take an "outside-in" approach to executive development. They begin with a clear statement of what they want to be known for by customers and then link it with a required set of management skills. The Lexus division of Toyota, for instance, translates its tagline--"The pursuit of perfection"--into an expectation that its leaders excel at managing quality processes. The slogan of Bon Secours Health System is "Good help to those in need." It demands that its managers balance business skills with compassion and caring. The outside-in approach helps firms build a reputation for high-quality leaders whom customers trust to deliver on the company's promises. In examining 150 companies with strong leadership capabilities, the authors found that the organizations follow five strategies. First, make sure managers master the basics of leadership--for example, setting strategy and grooming talent. Second, ensure that leaders internalize customers' high expectations. Third, incorporate customer feedback into evaluations of executives. Fourth, invest in programs that help managers hone the right skills, by tapping customers to participate in such programs. Finally, track the success of efforts to build leadership bench strength over the long-term. The result is outstanding management that persists even when individual executives leave. In fact, companies with the strongest leadership brands often become "leader feeders"--firms that regularly graduate leaders who go on to head other companies.