More Than Promises By Loren Beeson
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The State and Illegality in Indonesia
The popular 1998 reformasi movement that brought down President Suharto’s regime demanded an end to illegal practices by state officials, from human rights abuse to nepotistic investments. Yet today, such practices have proven more resistant to reform than people had hoped. Many have said corruption in Indonesia is "entrenched". We argue it is precisely this entrenched character that requires attention. What is state illegality entrenched in and how does it become entrenched? This involves studying actual cases. Our observations led us to rethink fundamental ideas about the nature of the state in Indonesia, especially regarding its socially embedded character. We conclude that illegal practices by state officials are not just aberrations to the state, they are the state. Almost invariably, illegality occurs as part of collective, patterned, organized and collaborative acts, linked to the competition for political power and access to state resources. While obviously excluding many without connections, corrupt behaviour also plays integrative and stabilizing functions. Especially at the lower end of the social ladder, it gets a lot of things done and is often considered legitimate. This book may be read as a defence of area studies approaches. Without the insights that grew from applying our area studies skills, we would still be constrained by highly stylised notions of the state, which bear little resemblance to the state’s actual workings. The struggle against corruption is a long-term political process. Instead of trying to depoliticize it, we believe the key to progress is greater popular participation. With contributions from Simon Butt, Robert Cribb, Howard Dick, Michele Ford, Jun Honna, Tim Lindsey, Lenore Lyons, John McCarthy, Ross McLeod, Marcus Mietzner, Jeremy Mulholland, Gerben Nooteboom, J Danang Widoyoko and Ian Wilson. This book is the result of a series of workshops supported, among others, by the Australian-Netherlands Research Collaboration (ANRC).
The Vanishing Vision
Author: James Day
language: en
Publisher: University of California Press
Release Date: 2021-01-08
This spirited history of public television offers an insider's account of its topsy-turvy forty-year odyssey. James Day, a founder of San Francisco's KQED and a past president of New York's WNET, provides a vivid and often amusing behind-the-screens history. Day tells how a program producer, desperate to locate a family willing to live with television cameras for seven months, borrowed a dime—and a suggestion—from a blind date and telephoned the Louds of Santa Barbara. The result was the mesmerizing twelve-hour documentary An American Family. Day relates how Big Bird and his friends were created to spice up Sesame Street when test runs showed a flagging interest in the program's "live-action" segments. And he describes how Frieda Hennock, the first woman appointed to the FCC, overpowered the resistance of her male colleagues to lay the foundation for public television. Day identifies the particular forces that have shaped public television and produced a Byzantine bureaucracy kept on a leash by an untrusting Congress, with a fragmented leadership that lacks a clearly defined mission in today's multimedia environment. Day calls for a bold rethinking of public television's mission, advocating a system that is adequately funded, independent of government, and capable of countering commercial television's "lowest-common-denominator" approach with a full range of substantive programs, comedy as well as culture, entertainment as well as information. This title is part of UC Press's Voices Revived program, which commemorates University of California Press’s mission to seek out and cultivate the brightest minds and give them voice, reach, and impact. Drawing on a backlist dating to 1893, Voices Revived makes high-quality, peer-reviewed scholarship accessible once again using print-on-demand technology. This title was originally published in 1995.
Managing Organizational Change
This book "provides managers with an awareness of the issues involved in managing change, moving them beyond "one-best way" approaches and providing them with access to multiple perspectives that they can draw upon in order to enhance their success in producing organizational change. These multiple perspectives provide a theme for the text as well as a framework for the way each chapter outlines different options open to managers in helping them to identify, in a reflective way, the actions and choices open to them."--Cover.