The chapter examines Vaughan Williams’s relationship with the British Broadcasting Corporation (BBC). It focusses on the policy pressures and dynamics shaping BBC music broadcasting, and interrelationships between those and the creation, promotion, dissemination, consumption, and reception of Vaughan Williams’s music, reflecting on the ways in which a range of public and quasi-public bodies dedicated to the production and promotion of ‘national’ culture created a distinct political dynamic to the ‘field of cultural production’ in Britain in the period from the foundation of the BBC in 1922 through the interwar, war, and postwar years. It argues that this context and relationship is foundational for understanding his work, style, and reception, and invites (re)consideration of the role of authorial agency and authorial voice in reception history.

Chapter 7 aims to further explore the impact of dyslexia on performance at work. It will incorporate the framework of adult dyslexia outlined earlier in the book along with ideas for strategy development so that the latter can be put into practise to manage job demands. In the chapter, we will explore the main areas that our dyslexia contributors have most commonly identified as challenges over-and-above the literacy/language challenges discussed in chapters 5 and 6. This chapter, therefore, discusses the common challenges in the workplace related to new situations or novelty, as well as time management, stress and work overload, and remembering information. It also covers how dyslexia can impact on workplace training and professional examinations. Ideas related to developing job specific expertise will be covered as these can reduce the impact of challenges and increase confidence. The 4 M’s strategy that we introduced in chapter 6 will be something we will discuss further in this chapter. It will also discuss issues related to organisation and prioritisation, which links to metacognition and planning discussed in previous chapters.

This chapter introduces the central questions that are explored in the book. Not only do legal systems enforce morality but they ought to do so. The legitimacy of legal prohibitions on a host of moral wrongs such as murder, rape and burglary is widely taken for granted and not subject to serious dispute. Since legal systems do and ought to enforce morality, the interesting question is not whether the law should enforce morality. The interesting questions concern what parts of morality the law ought to enforce, the considerations that justify its enforcement, how the law ought to enforce morality, the relationship between the legal and social enforcement of morality and whether there are moral limits that constrain the enforcement of morality, and if so, what are the nature and justifications for these limits. In the course of introducing these questions, the chapter distinguishes different senses of enforcement, as this notion applies to both legal norms and social norms more generally. It distinguishes a broad from a narrow understanding of morality and further distinguishes critical from social conceptions of morality. The chapter concludes with a brief discussion of the relation between principled limits on the enforcement of morality and pragmatic reasons for imposing such limits.

Typically, the success of a general is thought to be measured in their professionalism and military achievements, however this is only partly true of the German Wehrmacht. As the letters reveal, the panzer generals were very much aware that their career success was determined by gaining public prominence and attaching oneself to battlefield triumph. This consumed a remarkable amount of their time and, in no small part, helped shape the direction of their campaigns. Propaganda companies operating at the front become engines for self-promotion, which transformed the achievement of the formation into the achievement of the individual. The most successful practitioners of this media campaign, like Guderian, became indivisible with the all-conquering German Panzertruppe in the East, while others who commanded similar sized forces, like Hoepner, proved far less successful. One of the consequences of such military celebrity, which was unique to the German Wehrmacht, was the autograph-hunting children who sent countless requests to the generals and often received favourable responses. The culture of public acclaim and mutual support fed the National Socialist ethos of front and Heimat united in struggle.

Essential public health functions (EPHF) are primary responsibility of the state and are fundamental for achieving public health goals through collective action. There are several EPHF frameworks that have core and enabling functions, which should be integrated within health systems. The preferred approach is to identify the framework that best suits the local context. International Health Regulation (IHR) are legally binding set of regulations meant to prevent international spread of diseases and are closely related to EPHF. EPHF focus on building capacity for public health nationally, while IHR respond to the obligations of public health globally. This Chapter makes a case for investing in public health as an obligation and an ethical and moral imperative of governments in every country by ensuring well performing EPHF and IHR.

Chapter 7 concludes the book by revisiting key claims and discussing the implications of the research for broader debates in the fields of comparative politics, social movements, and democracy-promotion activities. Here we see that much of the focus of democracy promotion institutions and programs may be misplaced. Rather than focusing on existing political parties in hybrid regimes, as many democracy-promotion programs do, it is repressed societal actors that are more likely to mobilize supporters, win elections, and form the first government after an authoritarian ouster. These are the individuals and groups most in need of skills-building and governance training. Furthermore, much of the programmatic emphasis of democracy-promotion work falls on enhancing the “liberal” qualities of democracy: freedom of speech, human rights, inclusion of women and minorities, and the protection of civil liberties. However, what the cases here show is that democratic consolidation is most threatened by unmet benchmarks in economic and physical security after the fall of an authoritarian regime. When these benchmarks are not met, the support for democracy declines and a wedge is opened for the return of authoritarian actors. The chapter offers suggestions for future research based upon the findings.

Whether hoping to lose 10 pounds, pay off debts, or write the next great novel, the process of goal pursuit forces us to embrace the factors that move us, confront the biases that shape our thinking, overcome the obstacles that impede our actions, and adapt our lifestyles to productive routines. Yet the journey does not end as we transition from goal attainment to goal maintenance. This chapter details the way we construe maintenance to prepare ourselves for long-term success as we face new challenges and embrace new opportunities.

The principle, extent and modalities pursuant to which States allow foreign investors to undertake economic activities over their territory depend mainly on domestic economic and social considerations. Host States strike a balance between conflicting interests and objectives, namely their economic development on the one hand, and the protection of a range of other domestic interests, on the other. Beyond the promotion and facilitation of foreign investments that constitutes a common teleological denominator of international investment agreements, treaty practice displays some diversity in relation to admission and establishment. This diversity reflects different balances struck by States parties between the above-mentioned interests and objectives and, more generally, between liberal and protectionist policies. Chapter 4 provides a study of this treaty practice. It examines briefly the promotion and facilitation of foreign investments before analysing in detail admission and establishment matters.

Like Part II of the textbook more generally, Chapter 3 focuses on the substantive rules that protect foreign investments and public interests, as they are contained in international investment agreements (IIAs), and in particular in those agreements concluded in the 2010s. This focus allows for not only a contemporary view on the content of IIAs, but also offers a comprehensive overview of the substantive rules that form part of treaty practice. Indeed, the rules contained in the IIAs concluded over the second half of the twentieth century focus on the substantive protection and treatment of foreign investments and investors. Although these rules have evolved in the IIAs concluded since that time, they have not disappeared. In addition, new rules have emerged in recent treaty practice that aim at the protection of public interests. This chapter introduces the rules that pertain to these objects, providing an explanation of the specific rationale for each rule as well as their main features. A more detailed analysis of the most important rules and the legal issues that arise from them is provided in the subsequent chapters.

This chapter provides more comprehensive coverage of promotions than is typically seen in compensation texts. The subject is important for compensation because employees' biggest raises usually involve promotions, so promotions are intimately connected to pay growth. Plus, promotion prospects are valued by workers and might make them willing to accept lower pay than they would receive in (otherwise identical) jobs that offer little or no promotion prospects, which connects to the concept of compensating differentials (Chapter 3). This chapter gets the reader-manager thinking about compensation structures within an entire organization, i.e., how the compensation differs across levels of the job hierarchy. The chapter opens by describing the role of promotions in creating worker incentives, both productive and perverse, and in matching workers to jobs ideally within the company. The question of why promotions usually come with big raises is covered, as is the important and common managerial problem of internal-versus-external hiring. The implications of turnover for promotions (and vice versa) are covered, as are up-or-out policies that require employers to fire non-promoted workers.

This chapter provides more comprehensive coverage of promotions than is typically seen in compensation texts. The subject is important for compensation because employees' biggest raises usually involve promotions, so promotions are intimately connected to pay growth. Plus, promotion prospects are valued by workers and might make them willing to accept lower pay than they would receive in (otherwise identical) jobs that offer little or no promotion prospects, which connects to the concept of compensating differentials (Chapter 3). This chapter gets the reader-manager thinking about compensation structures within an entire organization, i.e., how the compensation differs across levels of the job hierarchy. The chapter opens by describing the role of promotions in creating worker incentives, both productive and perverse, and in matching workers to jobs ideally within the company. The question of why promotions usually come with big raises is covered, as is the important and common managerial problem of internal-versus-external hiring. The implications of turnover for promotions (and vice versa) are covered, as are up-or-out policies that require employers to fire non-promoted workers.

All states need competent and loyal state administrators to both reflect the state and implement its policies. Although the People’s Republic of China in Sunan and the Republic of China in Taiwan were unalterably politically opposed to each other, the ways in which they labeled and conceived of their administrators exhibited surprising overlaps. Both used ganbu (cadre) alongside more neutral terms like civil servant or state personnel in the early 1950s. Both presumed that individuals in state service needed to exhibit “virtue” (loyalty and engaging in work in the “right” way), “talent” (functional and technical competence) and continuous self-cultivation. The two regimes diverged in how they fostered these positive attributes in their state administrators: the PRC in Sunan sent thousands for party-mandated training, and selected “talent” according to enthusiasm and conducting campaigns in the right way while the ROC in Taiwan was enamoured of regular systems of examination and annual evaluation for entry and promotion.