Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

Tu privacidad es importante para nosotros.

Utilizamos cookies propias y de terceros para fines analíticos. La base de tratamiento es el consentimiento, salvo en el caso de las cookies imprescindibles para el correcto funcionamiento del sitio web. Puedes obtener más información en nuestra Política de Cookies.

¿Qué estás buscando?

Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

'PUBLIC SERVICE', 'PUBLIC MANAGEMENT' AND THE 'MODERNIZATION' OF FRENCH PUBLIC ADMINISTRATION.

GUYOMARCH, ALAIN

Public Administration, n.º 1/1999, pág. 171

Sumario
1. The modernization reforms since 1988. 2. The origins and development of the reforms. 3. The institutional context. a) Political competition. b) Administrative institutions. c) Labour market. d) EU membership. 4. Conclusions. 5. Acknowledgement. 6. Note. 7. References.

A COMPARATIVE PERSPECTIVE ON EXECUTIVE DEVELOPMENT: TRENDS IN 11 EUROPEAN COUNTRIES

MAOR, MOSHE

Public Administration, n.º 1/2000, pág. 135

Sumario
1. Introduction. 2. The data. 3. The institutionalvariation. 4. The executive development agenda. 5. Theusefulness of executive development: officials' views. 6.Implications.

A DEFENCE OF FREQUENT MINISTERIAL TURNOVER

ALDERMAN, R.K.

Public Administration, n.º 4/1995, pág. 497

Sumario
1. Introduction. 2. The departmental context. 3. The cabinet context. 4. Party and personnel management. 5. Conclusions.

A MINI-SYMPOSIUM LOCAL MANAGEMENT REFORMS THE NETHERLANDS, GERMANY AND SWITZERLAND COMPARED.

FRANK HENDRIKS AND PIETER TOPS (THE NETHERLANDS).KUNO SCHEDLER (SWITZERLAND). AND CHRISROPH REICHARD (GERMANY).

Public Administration, n.º 2/2003, pág. 299 a 300

A NEW INSTITUTIONAL PERSPECTIVE ON POLICY NETWORKS

BLOM-HANSEN, JENS

Public Administration, n.º 4/1997, pág. 669

Sumario
1. Introduction. 2. The impasse in policy network analysis. 3. Policy networks as institutions. 4. Answering the troublesome questions of policy network analysis. 5. Concluding remarks.

A POISONED CHALICE? THE RE-CONSTITUTED LOCAL GOVERNMENT COMMISSION

CLARKE, MICHAEL

Public Administration, n.º 1/1997, pág. 109

A PUBLIC MANAGEMENT FOR ALL SEASONS?

HOOD, CHRISTOPHER

Public Administration, n.º 1/1991, pág. 3

Sumario
1. The rise of New Public Management (NPM). 2. Whatìthe emperor was wearing: the doctrines of NPM. 3. Where theìdesign came from: NPM as a marriage of opposites. 4. Why NPMìfound favour: the acceptance factor. 5. An all-purposeìgarment? NPM's claim to universality. 6. Counter-claims:ìcritic of NPM. 7. Three clusters of administrative values.ì8. Implications for New Public Management.

A TALE OF TWO CITIES: A CRITICAL EVALUATION OF THE GEOGRAPHICAL PROVISION OF HEALTH CARE BEFORE THE NHS

POWELL, MARTIN

Public Administration, n.º 1/1992, pág. 67

Sumario
1. Introduction. 2. Geographical inequality. 3.ìGeographical inequity. 4. Geographical inequalities: thenìand now. 5. Conclusion.

ACCOUNTABILITY: AN EVER-EXPANDING CONCEPT?

MULGAN, RICHARD

Public Administration, n.º 3/2000, pág. 555

Sumario
1. "Accountability" and "Responsibility". 2."Internal" accountability. 3. "Accountability" and"Control". 4. "Accountability" and "Responsiveness". 5."Accountability" and "dialogue". 6. Conclusion. 7.Acknowledgements.

ACQUIRING POLITICAL CRAFT: TRAINING GROUNDS FOR TOP OFFICIALS IN THE GERMAN CORE EXECUTIVE

GOETZ, KLAUS H.

Public Administration, n.º 4/1997, pág. 753

Sumario
1. The need for political craft. 2. The chancellery: The hub of co-ordination. 3. Political support units: The art of political management. 4. From the ministry to parliament and back. 5. Conclusion: Political craft and party politicization.

Página 1 de 27