Hemeroteca

Resultados de búsqueda

ARM'S LENGTH BUT HANDS ON. MAPPING THE NEW GOVERNANCE: THE DEPARTMENT OF NATIONAL HERITAGE AND CULTURAL POLITICS IN BRITAIN

TAYLOR, ANDREW

Public Administration, n.º 3/1997, pág. 441

Sumario

1. The enabling ministry and the new governance. 2. The dnh: creation and ethos. 3. The dnh's operational style. 4. Policy networks, resource dependence and the dnh. 5. The dnh: policy determination and network contextual control. 6. Dnh: Governance from the centre. 7. Conclusions.

AT THE COMISSION'S DISCRETION: CARTELBUSTING AND FINING INFRINGEMENTS UNDER THE EU'S RESTRICTIVE PRACTICES POLICY

MCGOWAN, LEE

Public Administration, n.º 3/2000, pág. 639

Sumario

1. Introduction. 2. The legal basis of the eu'srestrictive practices policy. 3. The autonomy of directorategeneral IV. 4. Administrative procedure relating to notifiedand un-notified cartels. 5. The Commission's power to levyfines: the evidence and trends in the 1990s. 6. TheCommission's power to levy fines: an examination. 7.Conclusions.

BALANCING REVISABILITY AND ROBUSTNESS? A NEW INSTITUTIONALIST PERSPECTIVE ON LOCAL GOVERNMENT MODERNIZATION.

VIVIEN LOWNDES AND DAVID WILSON.

Public Administration, n.º 2/2003, pág. 275 a 298

Sumario

I.INTRODUCTION. II.EXPLAINING TENSIONS IN THE REFORM AGENDA FOR LOCAL GOVERNMENT. III.WHY TAKE "NEW INSTITUTIONALIST" APPROACH TO UNDERSTANDING LOCAL GOVERNMENT REFORM?. IV.PRINCIPLES FOR THE DESIGN AND REDESING OF POLITICAL INSTITUTIONS. V. OPERATIONALIZING NEW INSTITUTIONALIST DESIGN CRITERIA. VI. NEW LABOUR'S APPROACH TO INSTITUTIONAL REDESIGN IN LOCAL GOVERNMENT. VII.INSTITUTIONAL CHANGE FOR SERVICE IMPROVEMENT. VIII.INSTITUTIONAL CHANGE FOR DEMOCRATIC RENEWAL. IX.EARNED AUTONOMY:REBALANCING REVISABILITY AND ROBUSTNESS-BUT AT WHAT COST?. X.CONCLUSION.

BEST-PRACTICE MEASURES OF RESOURCE UTILIZATION FOR HOSPITALS: A USEFUL COMPLEMENT IN PERFORMANCE ASSESSMENT

KERR, CHRISTINE A.;GLASS, J. COLIN;MACCALLION, GILLIAN M.

Public Administration, n.º 3/1999, pág. 639

Sumario

1. Introduction. 2. Technical efficiency. 3.Capacity utilization. 4. Limitations of dea measures. 5.Conclusion.

BETWEEN DEMOCRACY AND EFFICIENCY: TRENDS IN LOCAL GOVERNMENT REFORM IN THE NETHERLANDS AND GERMANY.

HENDRIKS, FRANK;TOPS, PIETER

Public Administration, n.º 1/1999, pág. 133

Sumario

1. Introduction. 2. Local government reform in the netherlands. 3. Local government reform in Germany. 4. Likely explanations for counter trends. 5. Final remarks. 6. Acknowledgement. 7. References.

BETWEEN ORGANIZATIONS AND INSTITUTIONS. LEGITIMACY AND MEDICAL MANAGERS

MARNOCH, GORDON;MCKEE, LORNA;DINNIE, NICOLA

Public Administration, n.º 4/2000, pág. 967

Sumario

1. Introduction. 2. The NHS and legitimacy. 3. Thenew medical managers, discourse and legitimacy. 4. Frommanagerialism to clinical governance. 5. Background toclinical directors study. 6. Methods. 7. A storyboardapproach. 8. Politics. 9. Budgeting. 10. Monitoring. 11.Organizational structures. 12. Conclusions.

BEYOND POLICY COMMUNITY-THE CASE OF THE GP FUNDHOLDING SCHEME

KAY, ADRIAN

Public Administration, n.º 3/2001, pág. 561

Sumario

1. Introduction. 2. The end of the policy communityin health care. 3. Policy development by "folk psychology".4. Labour government policy and fundholding. 5. Health carepolicy making in the 1990s.

BRITISH STEEL AND GOVERNMENT SINCE PRIVATIZATION: POLICY 'FRAMING' AND THE TRANSFORMATION OF POLICY NETWORKS

DUDLEY, GEOFFREY

Public Administration, n.º 1/1999, pág. 51

Sumario

1. Introduction. 2. Policy 'Framing' and Network Dynamics. 3. British Steel and Government: A New Arm's-Length Relationship. 4. BS and the Global 'Frame'. 5. The Ravenscraig Closure and the Official Arm's-Length Principle in Operation. 6. Separate 'Frames' in the eu Arena. 7. Frame Reflecion and the Transformation of Policy Networks. 8. Acknowledgement. 9. References.

CENTRAL STEERING AND LOCAL NETWORKS: OLD-AGE CARE IN SWEDEN

JOHANSSON, ROINE;BORELL, KLAS

Public Administration, n.º 3/1999, pág. 585

Sumario

1. Introduction. 2. Decentralization in swedishpublic administration. 3. The organization of old-age carein Sweden. 4. The care of the elderly reform as animplementation network. 5. Power and dependence in nerworks.6. Conclusion.

CHANGE IN THE MANAGEMENT OF PUBLIC SERVICES

STEWART, JOHN;WALSH, KIERON

Public Administration, n.º 4/1992, pág. 499

Sumario

1. Introduction. 2. The main steps to change.ì3. The key themes. 4. A challenge to organizationalìassumption. 5. The main effects of the changes. 6.ìConclusion.

Página 3 de 27