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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

LOCAL INITIATIVES FOR WORKING WOMEN: FEMINISM, ECONOMICS, OR BOTH?

KETTLE, JANE

Local Government Studies, n.º 4/1998, pág. 64

Sumario
1. Equal opportunities for the millennium. 2. Working women in the 1990s: The context. a) Inequalities. b) feminist perspectives. c) Good business sense. d) Equality and business: An ideological Collision? The leeds experience. 3. Equality programmes for women: National and local. a) The impact of Opp2k: Comments on progress to Date. b) Feminism is dead? Long live feminism?. 4. Conclusion.

LOCAL LEGISLATION. THE FUTURE FOR LOCAL AUTHORITIES

MORRIS, R.J.B.

Local Government Studies, n.º 2/1989, pág. 1

LOCAL POLITICS, CENTRAL POWER: THE FUTURE OF REPRESENTATIVE LOCAL GOVERNMENT IN ENGLAND

COULSON, ANDREW

Local Government Studies, n.º 4/2004, pág. 467 a 480

Sumario
1. THE IDEOLOGIES OF THATCHER AND BLAIR. 2. LOCAL POLITICS, TURNOUTS AND POLITICAL PARTIES. 3. THE END OF THE MASS-MEMBERSHIP PARTY?

LOCAL TAXATION AND THE REPLACEMENT OF THE POLL TAX.

FABIAN SOCIETY TAXATION REVIEW COMMITTEE

Local Government Studies, n.º 4/1990, pág. 79

Sumario
1. Local government income and expenditure. 2.ìFactors in choosing a local tax. 3. Ability to pay. 4.ìRelationship with the overall tax system. 5. Suitability asìa source of local tax revenue. 6. Administration. 7. Theìrevenue/spending "Mismatch". 8. Constitutional change. 9.ìProblems of transition. 10. Local taxes on business. 11.ìConclusions.

MAJORITY RULE IN CONSENSUAL DEMOCRACIES: EXPLAINING POLITICAL INFLUENCE IN NORWEGIAN LOCAL COUNCILS

MARTINUSSEN, PAL E.

Local Government Studies, n.º 3/2004, pág. 303

Sumario
I. CONSENSUAL DEMOCRACY AND THE TRADITIONAL ALDERMEN MODEL. II. QUASI-PARLIAMENTARISM AND MAJORITY RULE. III. MEASURING POLITICAL INFLUENCE. IV. DETERMINANTS OF LOCAL POLITICAL INFLUENCE: AN EMPIRICAL MODEL. V. EMPIRICAL ANALYSIS. VI. CONCLUSION.

MANAGEMENT BUY-OUTS AND COMPULSORY COMPETITION IN LOCAL GOVERNMENT

PADDON, MICHAEL

Local Government Studies, n.º 3/1991, pág. 27

Sumario
1. Abstract. 2. Local government interest inìmanagement buy-outs. 3. MBOs and the wider changes associateìwith CCT. 4. Why have particular authorities sold servicesìto MBOs?. 5. The immediate and short term implications of anìMBO. a) Fulfilling a council's fiduciary and legalìobligations. b) MBOs and local council employees. 6. Theìlonger term prospects for MBO companies. 7. The prospects...

MANAGEMENT, MARKETS AND DEMOCRACY: AUSTRALIAN LOCAL GOVERNMENT REFORM IN THE 1990s

MARSHALL, NEIL;WITHERBY, ANGUS;DOLLERY, BRIAN

Local Government Studies, n.º 3/1999, pág. 34

Sumario
1. The evolving status of australian localgovernment. 2. The reforms. 3. Democratic underpinnings. 4.Impacts. 5. Changing perspectives?. 6. Concluding comments.

MANAGERS'INNOVATIONS IN A SOCIAL WORK CONTEXT.

COOPEY, JOHN;KEEGAN, ORLA;EMLER, NICK

Local Government Studies, n.º 1/1998, pág. 90

Sumario
1. Introduction and organisational context. 2. Organisational strategy and managers'innovations. a) The effect of policy decisions. b) The strategic direction of innovations. c) Strategic control. 3. Individuals as agents of innovative change. a) Role and reputation. b) Continuity and security of self. c) Drawing on experience. 4. Social and political relationships. a) Social relationships and innovation. b) Power and political relationships. 5. Summary and Conclusions.

MANAGING THE CONTRACT: A TRANSACTION COST ANALYSIS OF EXTERNALISATION

KAVANAGH, IAN;PARKER, DAVID

Local Government Studies, n.º 4/2000, pág. 1

Sumario
1. The economics of contracting. a) Theexternalisation of the London Borough of Ealing's TechnicalServices Group. 1) Background to the Contract. 2) Optimismto Retrenchment. 2. Discussion and conclusions.

MARKETING: A NEW ORGANISING PRINCIPLE FOR LOCAL GOVERNMENT?

MAY, JOHN;NEWMAN, KARIN

Local Government Studies, n.º 3/1999, pág. 16

Sumario
1. Ideological arguments against marketing by localgovernment, and counter-arguments. 2. The appropriatenessarguments and counter-arguments. 3. Discussion. 4.Conclusions.

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