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THE NORTHERN IRELAND CIVIL SERVICE: CHARACTERISTICS AND TRENDS SINCE 1970

CARMICHAEL, PAUL

Public Administration, n.º 1/2002, pág. 23

1. Introduction. 2. A theoretical framework for analysis. 3. The northern ireland civil service. 4. Devolution-plus. 5. Conclusions.

THE PARLIAMENTARY OMBUDSMAN AFTER TWENTY-FIVE YEARS

GREGORY, ROY;PEARSON, JANE

Public Administration, n.º 4/1992, pág. 469

Sumario

1. An under-used resource?. 2. MPs and theìOmbudsman. a) Redress of grievances and the "auditìfunction". 3. What is to be done?. a) Publicity. b) Access.ìc) Jurisdiction. d) "Troughput time". e) A "two-tier" systemìof investigation?. f) Turning the MP filter to advantage.

THE POLITICAL AND ADMINISTRATIVE CONSEQUENCES OF JUDICIAL REVIEW

JAMES, SIMON

Public Administration, n.º 4/1996, pág. 613

Sumario

1. Introduction. 2. What has changed, and why. 3. The impact on government. 4. Preventative measures in Whitehall. 5. Judicial review: help or hindrance to administrators?. 6. The constitutional implications of judicial review. 7. Political science. 8. Future developments in judicial review. 9. Towards a crisis?.

THE PREFECT AND STATE REFORM

DE MONTRICHER, NICOLE

Public Administration, n.º 3/2000, pág. 657

Sumario

The history of the institution of the prefect. 1.The prefect and the mobilization of players. 2. The prefectand the harmonization of expertise. 3. The prefect and themechanisms of decision. 4. Conclusion: the prefect andchange.

THE PUBLIC SECTOR IN AN IN-BETWEEN TIME: SEARCHING FOR NEW PUBLIC VALUES

JORGENSEN, TORBEN BECK

Public Administration, n.º 3/1999, pág. 565

Sumario

1. The 'in-betweenness'. 2. Politics andadministration. 3. Public and private. 4. National andinternational. 5. On the edge between past and future. 6.The indeterminateness of the public sector. 7. Challenges ofthe future.

THE RELATIONSHIP BETWEEN POLITICIANS AND ADMINISTRATORS - A LOGIC OF DISHARMONY

HANSEN, KASPER M.;EJERSBO, NIELS

Public Administration, n.º 4/2002, pág. 733

Sumario

1. The relationship between politicians and administrators - a logic of disharmony. 2. The dichotomy-duality-model. 3. Logic of disharmony. 4. The logic of disharmony in action. 5. The logic of disharmony and management-by-objectives. 6. Conclusion.

THE REORGANIZATION OF THE BRITISH COUNCIL: MANAGEMENT IMPROVISATION AND POLICY UNCERTAINTY

LEE, J.M.

Public Administration, n.º 3/1995, pág. 339

Sumario

1. The origins of reorganization. 2. The process of reorganization. 3. The meaning of the reorganization. 4. Conclusion.

THE SCOTT REPORT

BOGDANOR, VERNON

Public Administration, n.º 4/1996, pág. 593

Sumario

1. Part I. 2. Part II. 3. Part III. 4. Part IV. 5. Part V.

THE STATE OF PUBLIC ADMINISTRATION: A PROFESSIONAL HISTORY, 1970-1995

RHODES, R.A.W.;DARGIE, CHARLOTTE;MELVILLE, ABIGAIL

Public Administration, n.º 1/1995, pág. 1

Sumario

1. Introduction. 2. Public administration research 1970-1995. 3. Research grants. 4. Teaching. 5. Staff. 6. Conclusions.

THE UNITARY STATE AS A SYSTEM OF CO-GOBERNANCE:THE CASE OF THE NETHERLANDS.

TOONEN, THEO. A.J.

Public Administration, n.º 3/1990, pág. 281

Sumario

1. Introduction. 2. The theory of theìdecentralized unitary state. 3. Classical theory andìcontemporary institutional analysis: putting things intoìperspective. 4. Conclusion.

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