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THE LOCAL GOVERNMENT REVIEW: AN INTER-ORGANIZATIONAL PERSPECTIVE

LEACH, STEVE

Public Administration, n.º 1/1997, pág. 21

SUAMRIO: 1. Introduction. 2. Explainig the 'self-destruct' phenomenon amongst shire districts. 3. Developing an inter-organizational framework of analysis. 4. Conclusion.

THE LOST LEGITIMACY: PROPERTY, BUSINESS POWER AND THE CONSTITUTION

MORAN, MICHAEL

Public Administration, n.º 2/2001, pág. 277

Sumario

1. The puzzle of business power. 2. Contradictionsof business power. 3. Business regulation and theconstitution. 4. Privatization and the new corporateproperty. 5. Self-regulation and the franchise state. 6. Thelost legitimacy: regulating corporate power. 7. Britishcapitalism in contention.

THE MAINTENANCE OF EXECUTIVE CAPACITY IN GERMANY: REVISITING THE ANNUAL BUDGET OF THE EUROPEAN UNION

WALZENBACH, G. P. E.

Public Administration, n.º 2/2001, pág. 383

Sumario

1. Introduction. 2. The annual EU budget cycle as aroutinized process. a) Phase I: the Commission as the mainactor. b) Phase II: intra-ministerial coordination. c) PhaseIII: inter-ministerial coordination. d) Phase IV:parliamentary approval. 3. Coordination techniques. a)Supplementary budgets and letters of amendment. b)Comprehensive cut-back lists. c) Case-by-case examination.d) Sporadic interventions by the Chancellor/Finance Ministertandem. 4. Multi-level institutional adjustments. a)Relations with EU institutions. b) Relations betweenexecutive and legislature. c) Bund-Länder relations. d)Remoulding the coordination process?. 5. Conclusion.

THE MANAGEMENT OF A LARGER TOWN

SCHRIJVERS, A.P.M.

Public Administration, n.º 4/1993, pág. 595

Sumario

1. Introduction. 2. The developments in the town ofìtilburg. 3. Contract management and financial management. 4.ìFrom input control to output control. 5. The financialìcontrol function. 6. Co-ordination. 7. The management toolsìof tilburg. 8. Consequences for the staff. 9. Theìrelationship between political management and administrativeìmanagement.

THE MANAGEMENT OF CHANGE IN WHITEHALL: THE EXPERIENCE OF THE FMI

GRAY, ANDREW;RUTHERFORD, BRIAN

Public Administration, n.º 1/1991, pág. 41

Sumario

1. Research desing and methodology. 2. Towards aìnew management of central government. 3. Differentiation,ìpolitics and financial management. 4. Engineering managementìchange. 5. Implications.

THE MANAGEMENT OF CHANGE IN WHITEHALL: THE EXPERIENCE OF THE FMI

GRAY, ANDREW;RUTHERFORD, BRIAN

Public Administration, n.º 1/1991, pág. 41

Sumario

1. Research design and methodology. 2. Towards aìNew Management of central governement. 3. Differentiation,ìpolitics and financial management. 4. Engineering managementìchange. 5. Implications.

THE NEW EVALUATIVE STATE

HENKEL, MARY

Public Administration, n.º 1/1991, pág. 121

Sumario

1. The context. 2. The research. 3. Models ofìauthority. 4. Evaluation and the authority of centralìgovernment. 5. Convergence between evaluative bodies. 6.ìConclusions.

THE NEW GOVERNANCE OF FRENCH EDUCATION?

COLE, ALISTAIR

Public Administration, n.º 3/2001, pág. 707

Sumario

1. Introduction. 2. Modernizing the mammoth:macro-level policy change in french education. 3."Competitive interdependency" and meso-level change. 4.Micro-level change?. 5. The new governance of frencheducation?.

THE NEW PUBLIC SERVICE ETHOS: AN ETHICAL ENVIRONMENT FOR GOVERNANCE

BRERETON, MICHAEL;TEMPLE, MICHAEL

Public Administration, n.º 3/1999, pág. 455

Sumario

1. What is the public sector ethos?. 2. Challengesto the ethos. 3. New public management, old private values.4. The blurring of the boundary between state and civilsociety. 5. Co-operation across the divide. 6. Towards a newpublic-private synthesis of values?. 7. The problem ofaccountability. 8. A paradox in public perception. 9. A newperspective- a synthesis of values. 10. From process tooutputs- a shift in ethical focus. 11. Conclusion.

THE NEW SYSTEM OF LOCAL TAXATION IN SCOTLAND: PRINCIPLES AND PRACTICE

MIDWINTER, ARTHUR;MONAGHAN, CLAIRE

Public Administration, n.º 3/1991, pág. 345

Sumario

1. The research framework. 2. The new grant system.ì3. Budgets, taxes and accountability. 4. Conclusions.

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