Síguenos en los medios sociales
'PUBLIC SERVICE', 'PUBLIC MANAGEMENT' AND THE 'MODERNIZATION' OF FRENCH PUBLIC ADMINISTRATION.
GUYOMARCH, ALAIN
PUBLIC ADMINISTRATION, n.º 1/1999, pág. 171
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
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
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
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
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...
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.
POWELL, MARTIN
PUBLIC ADMINISTRATION, n.º 1/1992, pág. 67
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
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
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.
ADMINISTRATION AND SOCIETY: BEYOND PUBLIC CHOICE?
ZAFIROVSKI, MILAN
PUBLIC ADMINISTRATION, n.º 3/2001, pág. 665
1. Introduction. 2. The economic model of politics:public choice theory. 3. Public choice and bureaucraticadministration. 4. Public choice versus sociologicaltheories of bureaucratic administration. 5. Discussion. 6.Concluding remarks.
GILIBERTO CAPANO
PUBLIC ADMINISTRATION, n.º 4/2003, pág. 781 a 801
I.POLICY PARADIGM, POLICY CHANGE AND ADMINISTRATIVE REFORM. II.THE HEGEMONIC PARADIGM OF ITALIAN PUBLIC ADMINISTRATION. III. .THE REFORMS OF THE 1990S IN ITALY: ACTION AT LAST IN THE WAKE OF THE INTERNATIONAL TREND TOWARDS NEW PUBLIC MANAGEMENT (NPM). IV.THE CONTENT OF THE REFORMS OF THE 1990S AS SEEN BY THE REFORMERS. V.AN ALTERNATIVE VIEW:CONTINUITY...
I.POLICY PARADIGM, POLICY CHANGE AND ADMINISTRATIVE REFORM. II.THE HEGEMONIC PARADIGM OF ITALIAN PUBLIC ADMINISTRATION. III. .THE REFORMS OF THE 1990S IN ITALY: ACTION AT LAST IN THE WAKE OF THE INTERNATIONAL TREND TOWARDS NEW PUBLIC MANAGEMENT (NPM). IV.THE CONTENT OF THE REFORMS OF THE 1990S AS SEEN BY THE REFORMERS. V.AN ALTERNATIVE VIEW:CONTINUITY IN REFORM. VI.AN ALTERNATIVE VIEW:CONTINUITY OF POLICY STRATEGY. VII.WHY DOES THE HEGEMONIC PARADIGM PERSIST AND WHY WILL IT PROBABLY CONTINUE?. VIII.ACKNOWLEDGEMENT.
LETOWSKI, JANUSZ
PUBLIC ADMINISTRATION, n.º 1/1993, pág. 1
1. Introduction. 2. The direction of reform. 3.ìExpectations of public administration. 4. Institutionalìtransformation and changes in mentality. 5. The role ofìadministrative personnel. 6. Conclusion.
BAKER, SUSAN
PUBLIC ADMINISTRATION, n.º 3/1991, pág. 392
1. Introduction. 2. The groups involved. 3. Theìgovernment's decision and its significance. 4. New interestsìand factors since the 1988 decision: implementation delay.
AN EXOCET IN A RED BOX: PARLIAMENTARY ACCOUNTABILITY IN THE SANDLINE AFFAIR
POLIDANO, CHARLES
PUBLIC ADMINISTRATION, n.º 2/2001, pág. 249
1. Background: the accountability debate. 2. TheSandline Affair. 3. The select commitee's investigation. a)Overlap between the committee and other investigations. b)Whose finest hour? Politics and the select committee. c) Thehouse resolution, and the select committee's report. 4.Inquiries and select committees compared. a) The influenceof...
1. Background: the accountability debate. 2. TheSandline Affair. 3. The select commitee's investigation. a)Overlap between the committee and other investigations. b)Whose finest hour? Politics and the select committee. c) Thehouse resolution, and the select committee's report. 4.Inquiries and select committees compared. a) The influenceof politics. b) Reaching the parts a committee cannot:logistical constraints. c) Appreciating administrativerealities. 5. Evolving conventions of accountability: thefuture primacy of inquiries?. a) Parliamentary supremacy andthe primacy of inquiries.
ANALYSING POLITICAL CHOICE IN LOCAL GOVERNMENT: A COMPARATIVE CASE STUDY APPROACH
CARMICHAEL, PAUL
PUBLIC ADMINISTRATION, n.º 2/1994, pág. 241
1. Introduction. 2. Theoretical models of localìgovernance - a need for refinement. 3. Reconceptualizingìlocal governance. 4. Empirical evidence - conditions,ìresources and strategies. 5. Conclusions: autonomy andìdiscretion in local governance. 6. References.
CONRAD, LYNNE;SHERER, MICHAEL
PUBLIC ADMINISTRATION, n.º 3/2001, pág. 511
1. Introduction. 2. The three cultures framework.3. Analysis of the changes in external accountability in thegas industry using the tree cultures framework. 4. Analysisof the changes in external accounting in the gas industryusing the tree cultures framework. 5. Conclusion.
ANTI-DOPING POLICY IN SPORT: THE POLITICS OF INTERNATIONAL POLICY CO-ORDINATION
HOULIHAN, BARRIE
PUBLIC ADMINISTRATION, n.º 2/1999, pág. 311
1. Conceptualizing the international policyprocess. 2. Epistemic communities and international policymaking. 3. The emergence of the problem of doping in sport:The 1960s to the late 1980s. 4. Harmonizing policy: Thepriority of the 1990s. 5. Discussion and conclusion.
APPOINTMENTS TO THE HIGHEST GRADES IN THE CIVIL SERVICE - DRAWING THE CURTAIN OPEN
RICHARDS, DAVID
PUBLIC ADMINISTRATION, n.º 4/1996, pág. 657
1. Introduction: top appointments in Whitehall - a procedure cloaked in secrecy. 2. The authorized version: chatting behind closed doors - the senior appointments selection committee. 3. Keeping the door ajar - the civil service commissioners. 4. Succession and career plans: what is involved?. 5. "Sir Humphrey is leaving, what is to be...
1. Introduction: top appointments in Whitehall - a procedure cloaked in secrecy. 2. The authorized version: chatting behind closed doors - the senior appointments selection committee. 3. Keeping the door ajar - the civil service commissioners. 4. Succession and career plans: what is involved?. 5. "Sir Humphrey is leaving, what is to be done?". 6. The top appointments procedure in practice...
VIGODA, ERAN
PUBLIC ADMINISTRATION, n.º 1/2000, pág. 165
1. Introduction. 2. Theoretical review. 3. Method.4. Measures. 5. Findings. 6. Discussion.
TAYLOR, ANDREW
PUBLIC ADMINISTRATION, n.º 3/1997, pág. 441
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.
MCGOWAN, LEE
PUBLIC ADMINISTRATION, n.º 3/2000, pág. 639
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.
VIVIEN LOWNDES AND DAVID WILSON.
PUBLIC ADMINISTRATION, n.º 2/2003, pág. 275 a 298
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...
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.
KERR, CHRISTINE A.;GLASS, J. COLIN;MACCALLION, GILLIAN M.
PUBLIC ADMINISTRATION, n.º 3/1999, pág. 639
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
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.
