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The limits of co‐ordination as a strategy

The limits of co‐ordination as a strategy Looks at the author′s work as a co‐ordinator of early years services in an authority which has not integrated care and education provision. Her job is to liaise between the education and social work departments of the local authority, and to persuade and negotiate for changes in practice. In the absence of a true corporate strategy she has focused her efforts on working in the private and voluntary sector – often neglected in the power broking of local authority services – and on the creation of single‐issue projects to further the development of co‐ordinated services. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Educational Management Emerald Publishing

The limits of co‐ordination as a strategy

International Journal of Educational Management , Volume 9 (3): 4 – Jun 1, 1995

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Publisher
Emerald Publishing
Copyright
Copyright © 1995 MCB UP Ltd. All rights reserved.
ISSN
0951-354X
DOI
10.1108/09513549510795016
Publisher site
See Article on Publisher Site

Abstract

Looks at the author′s work as a co‐ordinator of early years services in an authority which has not integrated care and education provision. Her job is to liaise between the education and social work departments of the local authority, and to persuade and negotiate for changes in practice. In the absence of a true corporate strategy she has focused her efforts on working in the private and voluntary sector – often neglected in the power broking of local authority services – and on the creation of single‐issue projects to further the development of co‐ordinated services.

Journal

International Journal of Educational ManagementEmerald Publishing

Published: Jun 1, 1995

Keywords: Co‐ordination; Integration; Strategy

References