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VARIETIES OF PARTICIPATION IN COMPLEX GOVERNANCE

FUNG, ARCHON

Public Administration Review, n.º 6 Suplemento/2006, pág. 66 a 75

I. PARTICIPATORY DESIGNS: THE DEMOCRACY CUBE. 1. PARTICIPANT SELECTION. 2. COMMUNICATION AND DECISION. 3. AUTHORITY AND POWER. 4. THE DEMOCRACY CUBE. II. LEGITIMACY. III. JUSTICE. IV. EFFECTIVENESS. V. CONCLUSION.

VERIFYING COMPLIANCE: SOCIAL REGULATION AND WELFARE REFORM

STOKER, ROBERT P.;WILSON, LAURA A.

Public Administration Review, n.º 5/1998, pág. 395

Sumario

1. The primary prevention initiative. 2. Verification procedures. 3. Verification and program design. 4. Administrative concerns. 5. Lessons for policy analysts. 6. Conclusion.

VICTIMS OF SEPTEMBER 11, 2001

Public Administration Review, n.º 62/2002, pág. 6

VIOLENCE IN THE AMERICAN WORKPLACE: CHALLENGES TO THE PUBLIC EMPLOYER

NIGRO, LLOYD G.;WAUGH, WILLIAM L.

Public Administration Review, n.º 4/1996, pág. 326

Sumario

1. A Growing Awareness of Workplace Violence. a) Empirical Studies of OVC Are Limited. b) Reporting of Workplace Homicide. c) Other Studies of Workplace Homicide. d) Studies of Other Forms of OVC. 2. The Use of Case Studies to Identify Risk Factors. 3. Available Guidance for OVC Risk Reduction. a) An Agenda for Research on OVC. 4...

WHAT ARE THE FEDERAL HOME LOAN BANKS UP TO? EMERGING VIEWS OF PURPOSE AMONG INSTITUTIONAL LEADERSHIP

HOFFMANN, SUSAN;CASSELL, MARK

Public Administration Review, n.º 4/2002, pág. 461

Sumario

1. Background. 2. How Do FHLB Leaders View Their Institutions' Purpose?. 3. Summing Up.

WHAT DO ADMINISTRATORS THINK CITIZENS THINK? ADMINISTRATOR PREDICTIONS AS AN ADJUNCT TO CITIZEN SURVEYS.

MELKERS, JULIA;CLAYTON THOMAS, JOHN

Public Administration Review, n.º 4/1998, pág. 327

Sumario

1. Why care whether administrators can predict. 2. Comparing citizen perceptions and administrator predictions. a) Explaining administrator predictions. 3. Conclusions. 4. References.

WHAT MIDDLE MANAGERS DO IN LOCAL GOVERNMENT: STEWARDSHIP OF THE PUBLIC TRUST AND THE LIMITS OF REINVENTING GOVERNMENT

MORGAN, DOUGLAS;BACON, KELLY G.;BUNCH, RON;CAMERON, CHARLES D.

Public Administration Review, n.º 4/1996, pág. 359

Sumario

1. What Middle managers Do in Local Government. a) Interpreting and Representing Their Work Unit's Interests. b) Lending or Securing Assistance. c) Developing Organizational Relationships. d) Leveraging Other's Time ...

WHAT RIGHT DO PUBLIC MANAGERS HAVE TO LEAD?

BEHN, ROBERT D.

Public Administration Review, n.º 3/1998, pág. 209

Sumario

1.Failures of governance. 2. What leaders do and Why it Might be Bad if public managers did all that. 3. Organizational failure. 4. Analytical failure. 5. Executive failure. 6. Legislative failure. 7. Political failure. 8. Civic Failure. 9. Judicial failure. 10. Heroic or conservatory leadership?. 11. Angels and public managers.

WHAT TO DO WHEN STAKEHOLDERS MATTER: THE CASE OF PROBLEM FORMULATION FOR THE AFRICAN AMERICAN MEN PROJECT OF HENNEPIN COUNTY, MINNESOTA

BRYSON, JOHN M.;CUNNINGHAM, GARY L.;LOKKESMOE, KAREN J.

Public Administration Review, n.º 5/2002, pág. 568

Sumario

1. Introduction. 2. Project Organization. 3. Stakeholder Analysis. 4. Conclusions.

WHAT´S IN A SECTOR? THE SHIFTING CAREER PLANS OF PUBLIC POLICY STUDENTS

CHETKOVICH, CAROL

Public Administration Review, n.º 6/2003, pág. 660 a 674

Sumario

1. THE STUDY 2. FROM ENTRY TO GRADUATION: HOW CAREER PLANS CHANGED 3. A CLOSER LOOK: IN-DEPTH DISCUSSIONS WITH ENTERING STUDENTS 4. THE INTERACTION OF PUBLIC POLICY TRAINING AND STUDENT EXPECTATIONS 5. MOTIVATIONS AND EXPECTATIONS RELATED TO CHOICE OF SECTOR 6. SUMMARY FINDINGS AND IMPLICATIONS 7. ENHANCING THE APPEAL OF PUBLIC-SECTOR EMPLOYMENT

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