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This paper examines claims that recent reforms to UK education have led to significant organisational changes in primary school and higher education. It also examines two main theoretical explanations for these, namely post-Fordism and New Managerialism. Examples of changes in both schools and universities, including flexibility and teamwork, are explored. Up to the mid-1980s, publicly funded educational organisations did display bureaucratic features, including rules, staff hierarchies and complex procedures. However, professionals employed in these organisations retained discretion and autonomy in their work. Since then, the introduction of an audit culture and a greater emphasis on management and regulation of the work of teachers and academics has decreased discretion and autonomy. This paper suggests that theories of New Managerialism offer a more satisfactory explanation of the changes explored than post-Fordism, which has more often been used as a normative model of what contemporary organisations should look like. [ABSTRACT FROM AUTHOR]

Despite rapid growth in UK postgraduate education and a current focus on issues of access to higher education, consideration of possible social class differentials at the postgraduate level is missing from the sociological literature. Using Higher Education Statistics Agency data, this paper presents a preliminary investigation of the relationship between social class and progression to postgraduate study in England and considers the interplay with other salient variables, including subject of study, institutional type and first–degree achievement. Evidence of a social class differential in progression to higher degrees is used to test various sociological theories, particularly those proposed by Bourdieu. There is support for the concept of ‘institutional habitus’ developed in recent UK studies. It is concluded that there is scope for further in–depth empirical research into social class and postgraduate study. [ABSTRACT FROM AUTHOR]

This section presents several articles offering sociologists' views on cuts in British higher education as of 1984. John Brennan contributes a nation-wide view of the cuts in the public sector, outlines institutional policies and prejudices and suggests strategies for survival. His paper also shows that the distinctive ecology of public sector higher education poses both threats and opportunities for sociology. Meanwhile, Alan Waton provides a macro-view of the UGC action. Rosemary Deem writers of her experience as a County Councilor involved in working for the retention of courses in a public sector college and provides the only contribution with a happy ending. Also Ivan Reid discussed the problems and potentials of strategies for survival. According to Brennan, there never was a golden age for the polytechnics. He further said that they have experienced cuts and financial stringency over a long period of time. He also said that the effects have been gradual and have become almost taken for granted. Ivan Reid stated that it is difficult to establish whether sociology and sociology of education face threats over and above that posed to higher education in general. The intimate relationship of sociology of education with teacher education has meant that it has shared the fate of closures and cut-backs with the other disciplines of education and faced many of these well before the present situation.

Since sexual harassment was first named and identified as an obstacle to women's equality in the mid 1970s, concern about both its prevalence and its damaging effects has resulted in the widespread introduction of anti-harassment policies in UK universities, as in other work and educational settings. The study reported here sought to assess the impact of these policies, in the context of criticisms of the effectiveness of universities' implementation of equal opportunities policies more generally. Its findings indicate that key differences in how policies are both conceived and implemented influence the degree of impact they have. In discussing these different approaches to tackling harassment I highlight the significance of adopting a 'proactive', rather than merely 'reactive' strategy and consider the reasons why many universities appear to be resisting doing so. [ABSTRACT FROM AUTHOR]