Policy-driven self-management for an automotive middleware

This paper describes work towards the deployment of self-managing capabilities into an advanced middleware for automotive systems. The middleware will support a range of futuristic use-cases requiring context-awareness and dynamic system configuration. Several use-cases are described and their specific context-awareness requirements identified. The discussion is accompanied by a justification for the selection of policy-based computing as the autonomics technique to drive the self-management. The specific policy technology to be deployed is described briefly, with a focus on its specific features that are of direct relevance to the middleware project. A selected use-case is explored in depth to illustrate the extent of dynamic behaviour achievable in the proposed middleware architecture, which is composed of several policy-configured services. An early demonstration application which facilitates concept evaluation is presented and a sequence of typical device-discovery events is worked through

Developing “middle leaders” in the public services? The realities of management and leadership development for public managers

Purpose – This paper aims to assess the actual contribution to organisational change of management and leadership development (MLD) activity for middle managers (MMs) in public service organisations (PSOs). Design/methodology/approach – Using the case study approach, the paper compares the content and outcomes of management and leadership training interventions for MMs in two large PSOs. The organisations, a fire brigade and a train operating company, are leaders in their sectors with respect to management development and “modernisation” of their services. Findings – The paper demonstrates how, in one case, MM development was largely an exercise in regulatory compliance, with little effect on individual MMs' performance or organisational outcomes. The second case demonstrates how MMs were effectively trained to enforce specific human resource policies which contributed to the successful implementation of top-down strategy yet paid little attention to the potential leadership role of MMs. Research limitations/implications – The paper highlights the need for further contextualised research at organisational level into the outcomes of MLD, especially in terms of different public service contexts. Practical implications – The paper demonstrates the dangers of designing and implementing development programmes without sufficient regard to professional practice and the realities of managerial discretion in PSOs. Originality/value – The paper provides an in-depth and contextualised insight into the conditions for success and failure in management development interventions in PSOs.