Managing under Pressure

Recent changes in public service industrial relations have created major public policy problems. This book introduces the main issues and theoretical perspectives of industrial relations in local government and the public services more generally. The problems of industrial relations are illustrated by case studies of a Thatcherite Conservative and a left-wing Labour Council in Britain. The author pays particular attention to the problems of sustaining management authority roles in elected public agencies. The series is designed to provide up-to-date comprehensive and authorative analyses of public policy and politics in practice and focuses on contemporary Britain. It embraces not only local and central government activity, but also central-local relations, public-sector/private-sector relations and the role of non-governmental agencies.