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POLITICAL RESPONSIBILITY FOR UK PRISON SECURITY - MINISTERS ESCAPE AGAIN

BARKER, ANTHONY

Public Administration, n.º 1/1998, pág. 1

1. Introduction: "Lewis vs. Howard" and the agency relationship. 2. Inquiry reports and ministers" responsibility following four prison security failures, 1983-95: The maze, Brixton, Whitemoor and Parkhurst. a) The maze 1983. b) Brixton 1991. c) Whitemoor 1994. d) Parkhurst 1995. 3. A very public execution. 4. From constitutional conundrum to more open accountability?. 5. Conclusion: Direct official accountability. 6. References.

POLITICIANS AND INTERACTIVE DECISION MAKING: INSTITUTIONAL SPOILSPORTS OR PLAYMAKERS

KLIJN, E.H.;KOPPENJAN, J.F.M.

Public Administration, n.º 2/2000, pág. 365

Sumario

1. Introduction. 2. Interactive decision making: aninnovative way of policy making. 3. Interactivedecision-making processes: two cases. 4. Interactivedecision making and democratic perspectives. 5. Politiciansas key players in interactive processes. 6. Towards aredefinition of political primacy.

PRIVATIZATION AS INDUSTRIAL POLICY: STATE WITHDRAWAL FROM THE BRITISH MOTOR INDUSTRY

MCLAUGHLIN, ANDREW M.;MALONEY, WILLIAM A.

Public Administration, n.º 3/1996, pág. 435

Sumario

1. Introduction: the steering process in central government. 2. The government's relationship with british leyland. 3. Government-industry relations. 4. Privatization enters the agenda. 5. The jaguar flotation. 6. Privatization hits turbulence. 7. The 1987 corporate plan. 8. The british aerospace negotiations. 9. A rational industrial strategy?.

PRIVATIZATION UNDER MRS THATCHER: A REVIEW OF THE LITERATURE

MARSH, DAVID

Public Administration, n.º 4/1991, pág. 459

Sumario

1. Origins and growth of privatization. 2. What isìprivatization?. 3. The aims of privatization. 4. Achievingìthe aims of privatization. 5. Conclusion.

PRIVATIZATION, CHINESE-STYLE: ECONOMIC REFORM AND THE STATE-OWNED ENTERPRISES

MORRIS, JONATHAN;HASSARD, JOHN;SHEEHAN, JACKIE

Public Administration, n.º 2/2002, pág. 359

Sumario

This article reviews "corporatization" and "marketization", shorthands for privatization, in the Chinese economy. In particular it concentrates upon the most recent round of state-owned enterprise reforms, the Modern Enterprise System and Group Company System, aimed at transforming Chinas largest state-owned enterprises into internationally competitive corporations. This represents a partial privatization, given that the state will retain majority ownership, while acquiring domestic and foreign capital via sharelistings and foreign and domestic joint ventures. Drawing upon interview material from a five-year study of state-owned enterprises, the authors wil indicate that such part privatization has been pragmatic and relatively slow. It has been constrained and circumscribed by broader economic and social reform programmes and accompanied by political decentralization and reforms. Ultimately, the reform and pace of reform is shaped by the desire to aviod political and social unrest which could, potentially, threaten the harmony of the Chinese central state apparatus.

PROBATION OFFICER TRAINING, PROMOTIONAL CULTURE AND THE PUBLIC SPHERE.

ALDRIDGE, MERYL

Public Administration, n.º 1/1999, pág. 73

Sumario

1. Introduction. 2. Professions and deprofessionalization. 3. Probation training: 'problems' and 'solutions'. 4. The probation service and promotional culture. 5. Professions, the public sphere and the news media. 6. Conclusion and coda. 7. Notes. 8. References.

PROGRESSIVE REGIMES, PARTNERSHIPS AND THE INVOLVEMENT OF LOCAL COMMUNITIES: A FRAMEWORK FOR EVALUATION

SMITH, MIKE;BEAZLEY, MIKE

Public Administration, n.º 4/2000, pág. 855

Sumario

1. Introduction. 2. The context for communityinvolvement I: power structures. 3. The context forcommunity involvement II: participation. 4. The context forcommunity involvement III: partnership. 5. A framework forevaluation. 6. Operationalizing community involvement:power. 7. Operationalizing community involvement:participation. 8. Operationalizing community involvement:the "values" of partnership. 9. The wheel of involvement inaction. 10. A useful tool?. 11. Conclusion.

PROSPECTS FOR ACQUIRED RIGHTS

CURWEN, PETER

Public Administration, n.º 3/1999, pág. 599

Sumario

1. Introduction. 2. The acquired rights directive.3. Issues in transposition. 4. Constructing the edifice ofeuropean case law. 5. Competitive tendering in the publicsector. 6. Pensions. 7. Transferring parts of groups. 8.Purpose. 9. Emergent contradictions. 10. Revising thedirective. 11. Conclusions.

PUBLIC ADMINISTRATION AND PRIVATE MANAGEMENT. IS THERE A DIFFERENCE?

CHANDLER, J.A.

Public Administration, n.º 3/1991, pág. 385

Sumario

1. The public private divide. 2. The arguments forìa distinctive study of public administration. 3. Do publicìadministrators protest too much?. 4. The political andìethical dimension of business. 5. When does a public/privateìdistinction work?. 6. Conclusion.

PUBLIC ADMINISTRATION AND THE INFORMATION POLITY

TAYLOR, JOHN A.;WILLIAMS, HOWARD

Public Administration, n.º 2/1991, pág. 171

Sumario

1. Introduction. 2. Background. 3. Transformingìpublic administration. 4. Public administration and theìadoption of new information and communications technologies.ì5. Public administration and new information systems. 6.ìOrganizational change. 7. Conclusion.

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