Síguenos en los medios sociales
BETWEEN ORGANIZATIONS AND INSTITUTIONS. LEGITIMACY AND MEDICAL MANAGERS
MARNOCH, GORDON;MCKEE, LORNA;DINNIE, NICOLA
PUBLIC ADMINISTRATION, n.º 4/2000, pág. 967
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
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.
DUDLEY, GEOFFREY
PUBLIC ADMINISTRATION, n.º 1/1999, pág. 51
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....
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
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
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.
CHANGES IN THE SCANDINAVIAN MODEL. FROM BUREAUCRATIC COMMAND TO INTERORGANIZATIONAL NEGOTIATION
BOGASON, PETER
PUBLIC ADMINISTRATION, n.º 2/1998, pág. 335
1. Introduction. 2. Local Networks in Scandinavian Public Administration. a) Organizational Separation. b) Democratization from below. c) Scandinavian variation. 3. Types of Intergovernmental Relations. a) Intergovernmental relations (IGR). b) Intergovernmental politics (IGP). c) Intergovernmental management (IGM). 4. From Integrated Local...
1. Introduction. 2. Local Networks in Scandinavian Public Administration. a) Organizational Separation. b) Democratization from below. c) Scandinavian variation. 3. Types of Intergovernmental Relations. a) Intergovernmental relations (IGR). b) Intergovernmental politics (IGP). c) Intergovernmental management (IGM). 4. From Integrated Local Government Leadership to IGR. a) Policy and control. b) Modes of management. 5. Demands on Local Government Research. 6. References.
CHANGING FORMS OF ACCOUNTABILITY IN EDUCATION? A CASE STUDY OF LEAs IN WALES
FARRELL, CATHERINE M.;LAW, JENNIFER
PUBLIC ADMINISTRATION, n.º 2/1999, pág. 293
1. Introduction. 2. Accountability in education. 3.Perceptions and practice of accountability in LEAS inWales. 4. Summary. 5. Conclusion.
CHANGING NOTIONS OF PUBLIC ACCOUNTABILITY
REID, WILLIAM K.
PUBLIC ADMINISTRATION, n.º 1/1992, pág. 81
1. Statutes and subordinate legislation. 2.ìImplications for public accountability. 3. Effectiveness ofìaudit.
CHANGING THE CULTURE OF A HOSPITAL: FROM HIERARCHY TO NETWORKED COMMUNITY
BATE, PAUL
PUBLIC ADMINISTRATION, n.º 3/2000, pág. 485
1. Introduction. 2. Background to study andresearch method. 3. Early impressions. 4. The organizationdiagnosis: ceasing to care. 5. The network solution beginsto appear. 6. Implementing the network culture: some of thedifficulties. 7. Concluding remarks. 8. Acknowledgement.
CHARGING FOR PUBLIC SERVICES: A PARADIGM FOR PRACTICAL ANALYSIS
ROSE, RICHARD
PUBLIC ADMINISTRATION, n.º 3/1990, pág. 297
1. The scope of charges. 2. Explaining charges. 3.ìA paradigm of who pays what, when and how. 4. Reducingìconstraints of ignorance.
MAOR, MOSHE;STEVENS, HANDLEY
PUBLIC ADMINISTRATION, n.º 3/1997, pág. 531
1. Introduction. 2. Methodology. 3. Measuring the impact of new public management (npm)" 4. Impact of npm on recruitment. 5. Impact of npm on training. 6. Measuriing the impact of european integration (EU). 7. Impact of eu on recruitment. 8. Impact of eu on training. 9. Summary. 10. Discussion and conclusion.
CLARK, DAVID
PUBLIC ADMINISTRATION, n.º 1/1998, pág. 97
1. The crisis of the french state. a) The specificity of the fifth Republic as a system of regulation. b) The destabilization of the statist mode of regulation. 2. Public service renewal and reform of the state. 3. Administrative modernization policy: an interim assessment. 4. Conclusion. 5. References.
COMPARATIVE BIOGRAPHY AND LEADERSHIP IN WHITEHALL
THEAKSTON, KEVIN
PUBLIC ADMINISTRATION, n.º 4/1997, pág. 651
1. Introduction. 2. Problems with the biographical method. 3. The uses of biography: An example. 4. Generalizing from biography. 5. Models of Leadership. 6. Conclusion.
COMPARATIVE PUBLIC ADMINISTRATION IN BRITAIN
PAGE, EDWARD C.
PUBLIC ADMINISTRATION, n.º 1/1995, pág. 123
1. Introduction. 2. Defining comparative study. 3. Studies of particular nations. 4. Juxtapositions. 5. Thematic comparisons. 6. The determination of casual relationships. 7. Conclusions.
VINCENT-JONES, PETER
PUBLIC ADMINISTRATION, n.º 2/1999, pág. 273
1. Introduction. 2. Key features of CCT and bestvalue compared. 3. Benchmarking, competition and contractingin the demonstration of best value. 4. Transitionalarrangements and best value pilot projects. 5. Forms ofcompetitive arrangement and local authority control throughcontract. 6. A theoretical perspective: Reflexive andresponsive law...
1. Introduction. 2. Key features of CCT and bestvalue compared. 3. Benchmarking, competition and contractingin the demonstration of best value. 4. Transitionalarrangements and best value pilot projects. 5. Forms ofcompetitive arrangement and local authority control throughcontract. 6. A theoretical perspective: Reflexive andresponsive law and governance. 7. From CCT to best value:Towards a more reflexive regulation?. 8. Conclusion.
COMPETITION AS PUBLIC POLICY: A REVIEW OF CHALLENGE FUNDING
FOLEY, PAYL
PUBLIC ADMINISTRATION, n.º 4/1999, pág. 810
1. Introduction. 2. Contracting, competition andchallenge funds. 3. Challenge funding: key features andoperational characteristics. 4. Competition as publicpolicy: benefits and weaknesses. 5. Conclusion. 6.Acknowledgement.
COMPETITION AS PUBLIC POLICY: A REVIEWOF CHALLENGE FUNDING
FOLEY, OAUL
PUBLIC ADMINISTRATION, n.º 4/1999, pág. 809
1. Introduction. 2. Contracting, competition andchallenge funds. 3. Challenge funding: key features andoperational characteristics. 4. Competition as publicpolicy: benefits and weaknesses. 5. Conclusion.
COMPETITIVE TENDERING IN LOCAL GOVERNMENT: A REVIEW OF THEORY AND EVIDENCE
BOYNE, GEORGE A.
PUBLIC ADMINISTRATION, n.º 4/1998, pág. 695
1. I Theoretical effects of competitive tendering.a) Classical public choice arguments on competition. b)Criticisms of the classical public choice models. 2. II Theimpact of competitive tendering: an evaluation of theevidence. a) Sparsity of evidence. b) Expenditure. c)Quality. d) Controls for other variables. 3. III Best valueand the assessment...
1. I Theoretical effects of competitive tendering.a) Classical public choice arguments on competition. b)Criticisms of the classical public choice models. 2. II Theimpact of competitive tendering: an evaluation of theevidence. a) Sparsity of evidence. b) Expenditure. c)Quality. d) Controls for other variables. 3. III Best valueand the assessment of competitive tendering. 4. Conclusion.
MACHADO, NORA;BURNS, TOM R.
PUBLIC ADMINISTRATION, n.º 2/1998, pág. 355
1. Introduction. 2. Multiple Organizing Modes and Their Institutional Forms in Complex Social Organizations. a) Social rule systems and institutionalized social relationships. b) Major types of institutional relationships distinguished on dimensions of formalization and hierarchy. 3. Incongruence and Tensions Between Organizing Modes and Institutional...
1. Introduction. 2. Multiple Organizing Modes and Their Institutional Forms in Complex Social Organizations. a) Social rule systems and institutionalized social relationships. b) Major types of institutional relationships distinguished on dimensions of formalization and hierarchy. 3. Incongruence and Tensions Between Organizing Modes and Institutional Relationships. a) Administrative mode contra other modes of organizing. b) Profession, bureaucracy, and market: 'tension prone' relations. 4. Mediating and Integrative Mechanisms in Complex Social Organizations. 5. Conclusion. 6. Acknowledgement. 7. Notes.
WILSON, JOHN
PUBLIC ADMINISTRATION, n.º 3/1999, pág. 541
1. Introduction. 2. Financial services. 3. CCT andchanges in local government management. 4. Researchmethodology. 5. Research findings: blue collar CCT. 6.Research findings: financial services CCT. 7. Researchfindings: impact of CCT on local authority management. 8.Conclusion.
SHAW, KEITH;FENWICK, JOHN;FOREMAN, ANNE
PUBLIC ADMINISTRATION, n.º 2/1994, pág. 201
1. Introduction. 2. The initial response to CCT. 3.ìPreparation for tendering. 4. The awarding of contracts. 5.ìThe client/contractor split. 6. The role of centralìservices. 7. The development of commercial culture...
CONTEMPORARY GOVERNANCE AND LOCAL PUBLIC SPENDING BODIES
GREER, ALAN;HOGGETT, PAUL
PUBLIC ADMINISTRATION, n.º 3/2000, pág. 513
1. The emergence of 'quasi-government'. 2.Corporate governance and LPSBs. 3. Methodology. 4. Theboards of LPSBs. 5. The executives of LPSBs. 6. Patterns ofgovernance. 7. The board and the executive. 8. Conclusion:managerialism and stakeholder democracy.
CONTINGENT AND NON-CONTINGENT WORKING IN LOCAL GOVERNMENT: CONTRASTING PSYCHOLOGICAL CONTRACTS
COYLE-SHAPIRO, JACQUELINE A-M.;KESSLER, IAN
PUBLIC ADMINISTRATION, n.º 1/2002, pág. 77
1. Introduction. 2. The psychological contract. 3. Research methodology. 4. Results. 5. Discussion. 6. Conclusion. 7. Appendix.
ROBINSON, MARC
PUBLIC ADMINISTRATION, n.º 1/2000, pág. 75
1. Introduction. 2. Planning and monitoring budgetson an output basis. 3. The concept of contract. 4.Contractualizing the budget. 5. Penalizing contract deliveryfailure. 6. Agency strategies for avoiding contractualfailure. 7. The owner/purchaser distinction. 8. Conclusion.
CONSIDINE, MARK
PUBLIC ADMINISTRATION, n.º 3/2000, pág. 613
1. The contract regime. 2. Employment services andcontracting. 3. The UK's employment service (es). 4. TheNetherlands' arbeids voorziening (AV). 5. The New Zealandemployment service (NZES). 6. The Australian quasi-market.7. Discussion: market-driven and bureaucracy-centredcontracting. 8. Conclusions.
