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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

AN INCLUSIVE DEMOCRATIC POLITY, REPRESENTATIVE BUREAUCRACIES, AND THE NEW PUBLIC MANAGEMENT

KELLY, RITA MAE

Public Administration Review, n.º 3/1998, pág. 201

Sumario
1. Advancement of an Inclusive Democratic Polity. a) Basic Definition. b) Compatibility of Undergirding Theory with Empirical Reality. 2. Representative Bureaucracies. 3. Representative Bureaucracies and the New Public Management. 4. Politics and Administration Cannot be Separated. 5. The Lack of a Competitive Marketplace. 6. Conclusion.

AN INTRODUCTION TO EMERGENCY MANAGEMENT

EDWARDS-WINSLOW, FRANCES

Public Administration Review, n.º 5/2002, pág. 632

ARE LARGE PUBLIC ORGANIZATIONS MANAGEABLE?.

SHALALA, DONNA E.

Public Administration Review, n.º 4/1998, pág. 284

Sumario
1. Lesson number one: Know the cultures of your organization. 2. Lesson number two: Find ways to assure that appropriate coordination takes place. 3. Lesson number three: Don't overlook the needs and abilities of the career public service. 4. Lesson number four: Choose the best and let them do their jobs. 5. Lesson number five: Stitch together a loyal team. 6. Lesson number six: Stand up and fight for the people who work for you. 7 Lesson number seven: Set firm goals and priorities and stick with them.

ASSESSING THE EFFECTS OF PUBLIC PARTICIPATION

HALVORSEN, KATHLEEN E.

Public Administration Review, n.º 5/2003, pág. 535

Sumario
I. INTRODUCTION. II. RESEARCH METHODOLOGY. III. RESULTS. IV. DISCUSSION. V. CONCLUSION.

ASSURING INSTITUTIONAL CONSTANCY: REQUISITE FOR MANAGING LONG-LIVED HAZARDS

LAPORTE, TODD R.;KELLER, ANN

Public Administration Review, n.º 6/1996, pág. 535

Sumario
1. Current Decision Making. 2. Considering the Concept. a) Demands for Constancy. b) Barriers to Improvement. c) Conditions for Improvement. 3. Variations in Program Status and the Pursuit of Institutional Constancy. 4. Next Steps, Key Questions.

BALANCING RISK AND FINANCE: THE CHALLENGE OF IMPLEMENTING UNFUNDED ENVIRONMENTAL MANDATES

CIMITILE, CAROLE J.;KENNEDY, VICTORIA S.;LAMBRIGHT, W HENRY

Public Administration Review, n.º 1/1997, pág. 63

Sumario
1. The project. 2. Project structure. 3. Findings. 4. Implications and conclusions.

BALANCING WORK AND FAMILY RESPONSIBILITIES: FLEXTIME AND CHILD CARE IN THE FEDERAL GOVERNMENT

EZRA, MARNI;DECKMAN, MELISSA

Public Administration Review, n.º 2/1996, pág. 174

Sumario
1. Child Care in the Federal Government. 2. Flextime in the Federal Government. 3. Results. a) Child Care Satisfaction. b) Work/Family Balance. c) Job Satisfaction. 4. Conclusions.

BANK SUPERVISION AND THE LIMITS OF POLITICAL INFLUENCE OVER BUREAUCRACY

KUNIOKA, TODD T.;WOLLER, GARY M.

Public Administration Review, n.º 4/1999, pág. 303

Sumario
1. Bank regulation and the credit crunch. 2. Thecredit crunch initiatives and the examiners' response. 3.Explanations of the examiners' behavior. 4. Conclusion.

BEYOND ETHICAL CODES: THE MANAGEMENT OF INTEGRITY IN THE NETHERLANDS TAX AND CUSTOMS ADMINISTRATION

BLIJSWIJK, JACQUES A.M. VAN, BREUKELEN, RICHARD C.J. VAN, FRANKLIN, AIMEE L., RAADSCHELDERS, JOS C.N. Y SLUMP, PIER

Public Administration Review, n.º 6/2004, pág. 718 a 727

Sumario
1. INCULCATING TRUST AND INTEGRITY: SOCIETAL OR GOVERNMENTAL RESPONSABILITY? 2. THE NETHERLANDS TAX AND CUSTOMS ADMINISTRTION INTRODUCES THE INTEGRITY PROJECT. 3. COMPARING THE DUTCH TAX CASE TO THEORY. 4. CONCLUSION: INSTITUTIONALIZING THE MANAGEMENT OF INTEGRITY.

BRINGING POLITICS BACK IN: DEFENSE POLICY AND THE THEORETICAL STUDY OF INSTITUTIONS AND PROCESSES

MAYER, KENNETH R.;KHADEMIAN, ANNE M.

Public Administration Review, n.º 2/1996, pág. 180

Sumario
1. Explainig the Gap. 2. Common Ground: Expertise versus "Politics". 3. The Politics of Procurement Reform. 4. Multiple Principals and Multiple Goals. 5. Ambiguous Outcomes. 6. Lumpiness. 7. Conclusion.

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