Dragons, Tigers, and Dogs is a tightly-focused collection of studies that explores how Qing governing institutions and strategies worked in actual practice to address the practical problems and needs of a regionally diverse and culturally complex empire from the seventeenth to the early twentieth centuries. It highlights the Qing regime's ability to accommodate an astonishing variety of local governing environments in the management of short-term contingent crises and long-term evolutionary problems caused by changes in the social-economic fabric of Greater China during the Qing period. It argues that the Qing state should be viewed as a system of indirect rule because of its accommodative strategies of governance and its reliance on sub- and extra-bureaucratic power groups at the local level. Dragons, Tigers, and Dogs makes an important contribution to our understanding of the practical operation of Qing government, and its readability, thematic coherence, and inclusion of professionally-drawn maps and enhanced Chinese woodblock illustrations make this work attractive and accessible to students of late imperial China as well as Qing specialists.

The studies in this collection re-examine the role of the Qing state in the private economy. They show in a variety of cases how the interaction between the two helped the state achieve its goals of social stability and security while enhancing the prosperity of private economic interests.

Dragons, Tigers, and Dogs is a tightly-focused collection of studies that explores how Qing governing institutions and strategies worked in actual practice to address the practical problems and needs of a regionally diverse and culturally complex empire from the seventeenth to the early twentieth centuries. It highlights the Qing regime's ability to accommodate an astonishing variety of local governing environments in the management of short-term contingent crises and long-term evolutionary problems caused by changes in the social-economic fabric of Greater China during the Qing period. It argues that the Qing state should be viewed as a system of indirect rule because of its accommodative strategies of governance and its reliance on sub- and extra-bureaucratic power groups at the local level. Dragons, Tigers, and Dogs makes an important contribution to our understanding of the practical operation of Qing government, and its readability, thematic coherence, and inclusion of professionally-drawn maps and enhanced Chinese woodblock illustrations make this work attractive and accessible to students of late imperial China as well as Qing specialists.

'This is a timely and well crafted text which is to be commended, with strong chapters from knowledgeable and committed authors. A stimulating read and one which will be of considerable use to those with responsibility for leading and managing learning in social care and social work' - Keith Popple, Professor of Social Work, London South Bank University 'This is a welcome and timely book, which forecasts the growing need for workplace learning. I will be one of the first people to buy it' - Jan Fook, Professor of Social Work, University of Southampton This core textbook provides an authoritative overview of the leadership and management of learning in social care education and practice. Written in response to recent policy and continuing professional development frameworks, the book provides the underpinning knowledge for candidates following post-qualifying awards for social work in leadership, management and practice education Key features include: " reference to the relevant post-qualifying standards in social work at Higher Specialist and Advanced levels " an interprofessional approach " case studies, activities and points for reflection. Leadership and Management in Social Care will equip readers with the relevant knowledge and skills they need to improve the quality of social care services and their delivery. With an emphasis upon continuing professional development it will become essential reading for students following social work and social care qualifications for continuing professional development. Social care practitioners responsible for staff development and interested in progressing to management roles will also find the book invaluable. Trish Hafford-Letchfield is a senior lecturer at London South Bank University for social work, higher education and leadership and management courses. Kate Leonard is a senior lecturer at LSBU and freelance trainer, assessor and mentor. Nasa Begum has been Principal Advisor for Participation at SCIE since 2003 and is a researcher. Neil Chick is Organisational Learning Manager for a housing association and coach mentor.