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PUBLIC SERVICES, QUANGOS AND WOMEN: A CONCERN FOR LOCAL GOVERNMENT

SPERLING, LIZ

Public Administration, n.º 3/1998, pág. 471

1. Introduction. 2. Political representation: Beyond the numbers game. 3. Women's representation on quangos. a) A hidden problem. b) Women and quango membership. 4) Women's representation in local government. a) Women's initiatives and gender visibility in local government. b) The effects of women's initiatives in local government. 5. Women and quangos. 6. Lessons for local government and quangos. 7. Conclusion.

QUALITY AND PUBLIC SERVICES

WALSH, KIERON

Public Administration, n.º 4/1991, pág. 503

Sumario

1. The meanning of quality. 2. Quality management,ìcontrol and assurance. 3. The quality of services. 4. Theìpolitics of quality. 5. Assessing quality. 6. Conclusion.

QUALITY STANDARDS IN THE PUBLIC SECTOR: DIFFERENCES BETWEEN ITALY AND THE UK IN THE CITIZEN'S CHARTER INITIATIVE

LO SCHIAVO, LUCA

Public Administration, n.º 3/2000, pág. 679

Sumario

1. Introduction. 2. Background. 3. Qualitystandards. 4. Policy paths. 5. Different patterns: qualitystandars between action and law. 6. Acknowledgements.

QUASI-MARKET TRANSFORMATION: AN INSTITUTIONALIST APPROACH TO CHANGE IN UK HOSPITALS

KITCHENER, MARTIN

Public Administration, n.º 1/1998, pág. 73

Sumario

1. Introduction. 2. An institutionalist approach to the study of new public management. a) Research design and methods. 3. The directly managed hospital archetype. a) Changes within the DM hospital archetype. b) The antecedents of QMT. 4. Tracks of change within hospitals. a) Tracks of QMT at Central Hospital. b) The track of QMT at Western Hospital. 5. The trust hospital archetype. 6. Discussion: Processes of QMT. 7. Conclusions. 8. References.

RADICAL REFORM IN NEW ZEALAND: CRISIS, WINDOWS OF OPPORTUNITY, AND RATIONAL ACTORS

ABERBACH, JOEL D.;CHRISTENSEN, TOM

Public Administration, n.º 2/2001, pág. 403

Sumario

1. Introduction. 2. Just the facts. 3. The NewZealand reform as rational-comprehensive redesign. 4.Garbage can processes and reform myths. 5. Reform in aneater garbage can- the window of opportunity. 6.Conclusion.

RATIONAL MANAGEMENT, PERFORMANCE TARGETS AND EXECUTIVE AGENCIES: VIEWS FROM AGENCY CHIEF EXECTUVES IN NORTHERN IRELAND

HYNDMAN, NOEL;EDEN, RON

Public Administration, n.º 3/2001, pág. 579

Sumario

1. The next steps initiative and Northern Ireland.2. Rational management and next steps. 3. The co-ordinationof mission, objectives and targets. 4. Method. 5. Results.6. Analysis and discussion of results.

RATIONAL SOCIAL REGULATION AND COMPLIANCE COST ASSESSMENT

FROUD, JULIE;OGUS, ANTHONY

Public Administration, n.º 2/1996, pág. 221

Sumario

1. "Rationality" in social regulation. 2. Pressures for "irrationality" in social regulation. 3. Developing formal requirements for regulatory analysis. 4. The practice of compliance cost assessment in the UK. 5. A provisional evaluation of compliance cost assessment. 6. Conclusions.

RATIONALITY AND RHETORIC: THE CONTRIBUTION TO SOCIAL CARE POLICY MAKING OF SIR ROY GRIFFITHS 1986-1991

WISTOW, GERALD;HARRISON, STEPHEN

Public Administration, n.º 4/1998, pág. 649

Sumario

1. Introduction. 2. Griffiths I- Generalmanagement. 3. Background to Griffiths II: The communitycare review. 4. The conduct of the review. 5. Content of thereport. 6. Response to the report. 7. The outcome. 8.Conclusion: the Griffiths effect?

RE-ASSESSING THE ROLE OF DEPARTMENTAL CABINET MINISTERS

MARSH, DAVID;RICHARDS, DAVID;SMITH, MARTIN J.

Public Administration, n.º 2/2000, pág. 305

Sumario

1. Methodological issues. 2. A classification ofministerial roles. 3. Reassessing the role of ministers. 4.The changing role of ministers. 4. Conclusion: ministersmatter.

RECONCEPTUALIZING THE BRITISH STATE: THEORETICAL AND EMPIRICAL CHALLENGES TO CENTRAL GOVERNMENT

SMITH, MARTIN J.

Public Administration, n.º 1/1998, pág. 45

Sumario

1. Approaches to central government. 2. Weaknesses of the Westminster model. 3. Theoretical and empirical challenges. 4. New right ideology and public choice. a) New right ideology. b) Public choice. 5. Internationalization and globalization. a) Internationalization of economies and of government. b) Globalization. 6. The reform of government and governance. a) The reform of government. b) Governance. 7. Empirical implications of the challenges. 8. Complesity in the core executive - Reconceptualizing power relations in the central state. a) Structure. b) Resources. c) Agency. d) Context. e) Power. 9. Conclusion. 10. Acknowledgement. 11. Note. 12. References.

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