Archives for December 4th, 1998

MODERNISING JUSTICE

Headlines, PublicNet: 4 December, 1998

The Lord Chancellor has set out his ideas for making justice more accessible to the very poor, and to ‘middle England’. The White Paper, Modernising Justice, sets out the biggest programme of reform in British legal services for at least 50 years, including plans to radically change legal aid and end restrictive practices in the legal professions.In future, two new organisations will replace the Legal Aid Board and purchase legal services on contract from lawyers and other providers with established skills and expertise. At present, any formally qualified lawyer can do legal aid work and then claim fees according to the time taken. New, fixed price contracts are aimed at being an incentive to efficiency and driving up quality by introducing competition.

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TASK FORCE REVIEWS ANTI-DISCRIMINATION

Headlines, PublicNet: 4 December, 1998

The next job of the Better Regulation Task Force is to see if they can preserve what’s best in Britain’s anti-discrimination at the same time as cutting red tape.Announcing the terms of reference for the review, working group chairman Ram Gidoomal said: “Most small businesses support anti-discrimination laws in principle, but feel that the current legislation places unfair demands on limited resources. We want to see if there is a way of cutting red tape whilst ensuring regulators do genuinely deliver equality and prevent discrimination.

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BPR – A PERNICIOUS PANACEA

Abstracts, PublicNet: 4 December, 1998

Blair H, Taylor S G, Randle KNew Technology, Work & Employment, (UK), Sep 1998 Vol 13 No 2 Start page: 116 No of pages: 13

Argues that business re-engineering is a significant departure from other consultant-driven prescriptions for organizational change because of the upheaval it involves and the damage it can do to the organization and its employees. Asks if these dangers are compensated by the potential of re-engineering to deliver answers to organizational business problems. Summarizes the theories that lie behind re-engineering, pointing to inherent contradictions within it that threaten its effectiveness. Uses two UK case studies – one of an engineering company; the second of a large public sector organization – to study the implementation of re-engineering in practice. Concludes that re-engineering is part of a long tradition of reducing costs by cutting employment.

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