The Cultural History Reader is the first volume to collect together the distinctive contributions made by cultural historians across the spectrum of historiographical methods. It offers a unique view into the insights to be gained from examining how cultural factors have shaped people's experiences of the world and guided their actions.

Featuring eleven thematic sections, covering everything from childhood to technology and war to popular culture, this book bridges disparate themes, periods, nationalities and religions to present detailed analyses of a variety of cultural responses and interpretations in diverse historical contexts. Peter McCaffery and Ben Marsden use their wealth of experience in teaching and researching cultural history to identify key topics and to provide the most telling extracts, illustrating how different social and cultural factors intersect and link together to give a richer picture of the past in all its surprising complexity. They also provide authoritative and clearly written introductions that contextualize each section and show the ways in which the themes have been handled by different cultural historians.

The book provides a detailed and accessible introduction to cultural history as a discipline, outlining how it has developed since the eighteenth century and where it differs from related disciplines such as sociology, anthropology and archaeology. "The Cultural History Reader" is a perfect resource for all students of cultural history and all those interested in how focusing on cultural factors has shaped our understanding of the past.

The Cultural History Reader is the first volume to collect together the distinctive contributions made by cultural historians across the spectrum of historiographical methods. It offers a unique view into the insights to be gained from examining how cultural factors have shaped people's experiences of the world and guided their actions.

Featuring eleven thematic sections, covering everything from childhood to technology and war to popular culture, this book bridges disparate themes, periods, nationalities and religions to present detailed analyses of a variety of cultural responses and interpretations in diverse historical contexts. Peter McCaffery and Ben Marsden use their wealth of experience in teaching and researching cultural history to identify key topics and to provide the most telling extracts, illustrating how different social and cultural factors intersect and link together to give a richer picture of the past in all its surprising complexity. They also provide authoritative and clearly written introductions that contextualize each section and show the ways in which the themes have been handled by different cultural historians.

The book provides a detailed and accessible introduction to cultural history as a discipline, outlining how it has developed since the eighteenth century and where it differs from related disciplines such as sociology, anthropology and archaeology. "The Cultural History Reader" is a perfect resource for all students of cultural history and all those interested in how focusing on cultural factors has shaped our understanding of the past.

Drawing on professional experience from university innovators and a wealth of international case studies, The Higher Education Manager's Handbook offers practical advice and guidance on all aspects of university management. An engaging, comprehensive and highly accessible practitioner's guide, the book tackles all the key areas central to the job of managing in higher education, from understanding the culture of your university and the role it plays, to providing effective leadership and managing change. Now in a thoroughly updated third edition, the book is written from the unique perspective of the higher education manager, offering advice that can be implemented immediately by leaders at all levels. The book is organised into four pre-requisites that any prospective higher education manager must master if they are to be an effective university leader: Knowing your environment Knowing your university Knowing your department Knowing yourself Each of the chapters within these sections provides commentary and analysis of the particular role aspect under review, and offers advice and guidance on good practice, including case study examples and self-assessment tools. New topics include: The new higher education landscape The first 100 days Avoiding cognitive bias and developing a flexible mindset Strategic planning and Teaching Excellence Framework (TEF) Reviewing course portfolios and subject areas Improving student outcomes and staff experience Assessing and mitigating risk Project management and managing up Widening participation and social mobility Vice chancellors, university presidents, provosts and deans, heads of academic departments and university services, subject leaders, course directors and others in management positions within the field of higher education will find this book to be an irreplaceable resource that they will use time and time again.

Drawing on professional experience from university innovators and a wealth of international case studies, The Higher Education Manager's Handbook offers practical advice and guidance on all aspects of university management. An engaging, comprehensive and highly accessible practitioner's guide, the book tackles all the key areas central to the job of managing in higher education, from understanding the culture of your university and the role it plays, to providing effective leadership and managing change. Now in a thoroughly updated third edition, the book is written from the unique perspective of the higher education manager, offering advice that can be implemented immediately by leaders at all levels. The book is organised into four pre-requisites that any prospective higher education manager must master if they are to be an effective university leader: Knowing your environment Knowing your university Knowing your department Knowing yourself Each of the chapters within these sections provides commentary and analysis of the particular role aspect under review, and offers advice and guidance on good practice, including case study examples and self-assessment tools. New topics include: The new higher education landscape The first 100 days Avoiding cognitive bias and developing a flexible mindset Strategic planning and Teaching Excellence Framework (TEF) Reviewing course portfolios and subject areas Improving student outcomes and staff experience Assessing and mitigating risk Project management and managing up Widening participation and social mobility Vice chancellors, university presidents, provosts and deans, heads of academic departments and university services, subject leaders, course directors and others in management positions within the field of higher education will find this book to be an irreplaceable resource that they will use time and time again.

The Higher Education Manager s Handbook has been substantially updated and reflects important changes that have occurred since its first publication in 2004. In this new edition, Peter McCaffery continues to draw on a wealth of US and UK case studies based in innovative practice. The book offers counsel and guidance on all aspects of the manager s role and provides the navigational tools to successfully operate where the legitimacy of "management" has often been questioned.

This bestselling guide builds upon its original strengths and remains an engaging, accessible and highly enjoyable read. Written from the unique perspective of the Higher Education manager, it offers practical advice that can be implemented immediately by managers and university leaders at all levels. It addresses the internal ramifications of cynicism and demoralisation, and develops the four essential prerequisites to becoming an effective Higher Education leader:

• Knowing Your Environment
• Knowing Your University
• Knowing Your Department
• Knowing Yourself

What s new in the second edition

• New chapters: "Leading and Celebrating Diversity" and "Enhancing the Student Experience"
• The key strategic challenges to higher education
• University governance
• Institutional financial health
• Universities as ecologies of learning
• Managing your reputation
• Communicating in a crisis

Higher Education Managers, Team Leaders, Vice Chancellors, Provosts, University Presidents, Department Heads and Student Affairs Administrators will find this book to be an irreplaceable resource.

This book provides an introduction to the sociological study of midwifery. The readings have been selected to highlight the interplay between midwifery and medicine, reflecting the medicalisation of childbirth. It highlights the major themes in both a historical and a current context, as well as western and non-western societies. Two major themes underlie the organisation of this book: that the conception of midwifery must be broadened to encompass a sociological perspective; and that the ongoing trend toward the medicalisation of midwifery is crucial to an understanding of the historical, current, and future status of midwifery. By medicalisation of childbirth and midwifery the author mean the increasing tendency for women to prefer a hospital delivery to a home delivery, the increasing trend toward the use of technology and clinical intervention in childbirth, and the determination of medical practitioners to confine the role played by midwives in pregnancy and childbirth, if any, to a purely subordinate one.

In 1903, Muckraker Lincoln Steffens brought the city of Philadelphia lasting notoriety as "the most corrupt and the most contented" urban center in the nation. Famous for its colorful "feudal barons," from "King James" McManes and his "Gas Ring" to "Iz" Durham and "Sunny Jim" McNichol, Philadelphia offers the historian a classic case of the duel between bosses and reformers for control of the American city. But, strangely enough, Philadelphia's Republican machine has not been subject to critical examination until now. When Bosses Ruled Philadelphia challenges conventional wisdom on the political machine, which has it that party bosses controlled Philadelphia as early as the 1850s and maintained that control, with little change, until the Great Depression. According to Peter McCaffery, however, all bosses were not alike, and political power came only gradually over time. McManes's "Gas Ring" in the 1870s was not as powerful as the well-oiled machine ushered in by Matt Quay in the late 1880s. Through a careful analysis of city records, McCaffery identifies the beneficiaries of the emerging Republican Organization, which sections of the local electorate supported it, and why. He concludes that genuine boss rule did not emerge as the dominant institution in Philadelphia politics until just before the turn of the century. McCaffery considers the function that the machine filled in the life of the city. Did it ultimately serve its supporters and the community as a whole, as Steffens and recent commentators have suggested? No, says McCaffery. The romantic image of the boss as "good guy" of the urban drama is wholly undeserved.