Síguenos en los medios sociales
"KNOWING" THE RULES: ADMINISTRATIVE WORK AS PRACTICE
WAGENAAR, HENDRIK
PUBLIC ADMINISTRATION REVIEW, n.º 6/2004, pág. 643 a 655
1. INTRODUCTION: UNDERSTANDING ADMINISTRATIVE WORK. 2. JUDY'S STORY. 3.UNDERSTANDING ADMINISTRATIVE PRACTICE. 4. CONCLUSION.
"PUBLICS" ADMINISTRATION AND THE ETHICS OF PARTICULARITY
BRADY, F. NEIL
PUBLIC ADMINISTRATION REVIEW, n.º 5/2003, pág. 525
I. MAPPING ETHICAL THEORY. II. SIX VOICES IN ETHICS. III. PARTICULARITY IN ETHICS. IV. DISCUSSION.
9/11: THE IMPLICATIONS FOR PUBLIC-SECTOR MANAGEMENT
WALKER, DAVID M.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 94
1. Homeland security. 2. Other actions and resources. 3. Competing claims. 4. Role of government.
MONTJOY, ROBERT S.;WATSON, DOUGLAS J.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1995, pág. 231
1. Reinterpreting the dichotomies. a) Wilson, Goodnow, and the Council-Manager Plan. b) Two dichotomies. c) Partiuclarism. d) Discretion and Accountability. e) The concentration of Power. 2. Dichotomy un council-manager government. a) The Council-Manager Plan b) Applying...
A CONFLICT RESOLUTION APPROACH TO PUBLIC ADMINISTRATION
LAN, ZHIYONG
PUBLIC ADMINISTRATION REVIEW, n.º 1/1997, pág. 27
1. The conflict resolution perspective. 2. The relevance of a conflict resolution perspective to public administration practice and theory building. 3. Conclusion.
THIELEMANN, GREGORY S.;STEWART, JOSEPH
PUBLIC ADMINISTRATION REVIEW, n.º 2/1996, pág. 168
1. AIDS: The Initial Response. 2. AIDS and Public Administration. 3. Responsive to Whom? The Changing HIV-Infected Population. 4. Analysis of the Data. a) Race/Ethnicity. b) Sexual Orientation. 5. Conclusions and Implications.
A FRAMEWORK FOR ASSESSING INCENTIVES IN RESULTS-BASED MANAGEMENT
SWISS, JAMES E.
PUBLIC ADMINISTRATION REVIEW, n.º 5/2005, pág. 592
1. THE SUCCESS (OR FAILURE) OF RESULTS-BASED MANAGEMENT. 2. COMPONENTS OF EFFECTIVE MANAGEMENT SYSTEMS. 3. SYSTEM-EMBEDDED INCENTIVES FOR RESULTS-BASED MANAGEMENT. 4. APPLYING THE FRAMEWORK TO INTRINSIC AND EXTRINSIC NONMONETARY INCENTIVES. 5. APPLYING THE FOUR CRITERIA: ASSESSING PERFORMANCE-BASED BUDGETING AS A SOURCE OF INCENTIVES. 6. APPLYING...
1. THE SUCCESS (OR FAILURE) OF RESULTS-BASED MANAGEMENT. 2. COMPONENTS OF EFFECTIVE MANAGEMENT SYSTEMS. 3. SYSTEM-EMBEDDED INCENTIVES FOR RESULTS-BASED MANAGEMENT. 4. APPLYING THE FRAMEWORK TO INTRINSIC AND EXTRINSIC NONMONETARY INCENTIVES. 5. APPLYING THE FOUR CRITERIA: ASSESSING PERFORMANCE-BASED BUDGETING AS A SOURCE OF INCENTIVES. 6. APPLYING THE INCENTIVE CRITERIA TO PERFORMANCE-BASED BUDGETING. 7. EXPERIMENTING WITH BETTER WAYS OF USING PERSONNEL REWARDS TO ENCOURAGE RESULTS. 8. CONCLUSION AND SUMMARY.
GLOBERMAN, STEVEN;VINING, AIDAN R.
PUBLIC ADMINISTRATION REVIEW, n.º 6/1996, pág. 577
1. The Costs of Contracting Out. 2. The Determinants of Contracting-Out Costs. a) Task Complexity. b) Contestability. c) Asset Specificity. 3. An Integrating Framework for Contracting-Out Decisions. a) Low Task Complexity, High Contestability, and Low Asset Specificity. b) Low Task Complexity, High Contestability, and High ...
A MIXED RELATIONSHIP: BUREAUCRACY AND SCHOOL PERFORMANCE
SMITH, KEVIN B. Y LARIMER, CHRISTOPHER W.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2004, pág. 728 a 736
1. DIFFERING PERSPECTIVES ON A NEGATIVE RELATIONSHIP. 2. THE ECONOMIES OF SCOPE OF PUBLIC SCHOOLS. 3. DATA AND METHODS. 4. RESULTS. 5. DISCUSSION.
KELLY, JANET M.;SWINDELL, DAVID
PUBLIC ADMINISTRATION REVIEW, n.º 5/2002, pág. 610
1. Introduction. 2. Internal versus External Assessment of Performance. 3. Sources of Error: Attribution and Assessment. 4. What They Say and What We Hear. 5. Outputs and Outcomes: The Comparability Problem. 6. Performance Benchmark Data. 7. Citizen Satisfaction Data. 8. Data and Methodology. 9. Findings. 10. Conclusion.
MILLER, WIL;KERR, BRINCK;REID, MARGARET
PUBLIC ADMINISTRATION REVIEW, n.º 3/1999, pág. 218
1. Theory and hypotheses. 2. Data, variables, andmethod. 3. Empirical results: Occupational segregation amongadministrators. 4. Empirical results: Occupationalsegregation among professionals. 5. Occupational segregationand functional area salary levels. 6. Conclusion anddiscussion.
A PROPER MENTALITY FOR BENCHMARKING
AMMONS, DAVID N.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1999, pág. 105
1. Notable Progress. 2. Frustration of"out-of-context" measurement. 3. Benchmarking. 4.Benchmarking Mentality.
A QUARTER CENTURY OF STATE BUDGETING PRACTICES
LEE, ROBERT D.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1997, pág. 133
1. Budget preparation and budget documents. 2. Program analysis. 3. Discussion and conclusion.
A SMARTER, BETTER, FASTER, AND CHEAPER GOVERNMENT: CONTRACTING AND GEOGRAPHIC INFORMATION SYSTEMS.
MAUREEN BROWN, MARY;L. BRUDNEY, CHARLOTTE JEFFREY
PUBLIC ADMINISTRATION REVIEW, n.º 4/1998, pág. 335
1. Privatization and information system technology: Benefits and Challenges. a) Benefits of contracting for the development of computer technology. b) Challenges of contracting for the development of computer technology. 2. Management capacity and information system technology. 3. Findings. 4. Discussion. 5. Conclusion. 6. References.
A TWENTY-FIRST-CENTURY RECEPTION FOR DIVERSITY IN THE PUBLIC SECTOR: A CASE STUDY
SONI, VIDU
PUBLIC ADMINISTRATION REVIEW, n.º 5/2000, pág. 395
1. Introduction. 2. Case Study of DiversityManagement in a Federal Agency. 3. Theoretical Model. 4.Methodology. 5. Study Findings and Discussion. 6.Implications of the Study Findings for Improving Receptivityto Diversity. 7. Implications of the Agency Study Findingsfor Public Administration. 8. Conclusions.
ACCOUNTABLE WELFARE REFORM: WHAT CONSUMERS THINK
KRAFT, M. KATHERINE;BUSH, IRENE R.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1998, pág. 406
1. Literature review. 2. Findings.
ADMINISTRATION, GOVERNANCE, AND POLICY TOOLS IN WELFARE POLICY IMPLEMENTATION
EWALT, JO ANN G.; JENNINGS, EDWARD T.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2004, pág. 449
I. WELFARE REFORM: A BRIEF REVIEW. II. MODELING WELFARE IMPLEMENTATION: A GOVERNANCE FRAMEWORK. III. POLICY DESIGN. IV. ADMINISTRATIVE COMMITMENTS. V. ADMINISTRATIVE ACTIONS. VI. DATA AND METHODOLOGY. VII. ANALYSIS. VIII. DISCUSSION. IX. CONCLUSIONS.
SOWA, JESSICA E.; COLEMAN SELDEN, SALLY
PUBLIC ADMINISTRATION REVIEW, n.º 6/2003, pág. 700 a 710
1. THE THEORY OF REPRESENTATIVE BUREAUCRACY 2. DISCRETION AND REPRESENTATIVE BUREAUCRACY 3. VARIABLES IN THE MODEL 4. METHODOLOGY 5. FINDINGS AND DISCUSSION 6. CONCLUSION
SPICER, MICHAEL W.;TERRY, LARRY D.
PUBLIC ADMINISTRATION REVIEW, n.º 1/1996, pág. 38
1. Administrative Interpretation of Statutes in the Aftermath of Chevron: A New World Order?. 2. Approaches to Statutory Interpretation. 3. Relevance of the Founders. 4. The Textual Approach. 5. The Intentionalist Approach. 6. The Public Values Approach. 7. Common-Law Reasoning in Administrative Interpretation. 8. Conclusion.
ADMINISTRATIVE LEADERSHIP, NEO-MANAGERIALISM, AND THE PUBLIC MANAGEMENT MOVEMENT
TERRY, LARRY D.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1998, pág. 194
1. Approaches to Public Management. 2. The Neo-Managerialism Underpinning. 3. Entrepreneurialism, Neo-Managerialism, and Democratic Governance: A Troublesome Theesome. 4. Conclusion.
ADMINISTRATIVE RULEMAKING: AN OLD AND EMERGING LITERATURE
WEST, WILLIAM
PUBLIC ADMINISTRATION REVIEW, n.º 6/2005, pág. 655 a 668
-1. RULES AS A FORM OF ADMINISTRATION. -2. THE FORMAL STRUCTURE OF RULEMAKING: TWO INTERPRETATIONS OF ITS SYSTEMIC ROLE. -3. EVALUATING AND REFORMING THE RULEMAKING PROCESS. -4. THE EFFECTS OF NOTICE AND COMMENT: PUBLIC PARTICIPATION AND BUREAUCRATIC RESPONSIVENESS. -5. THE INFORMAL PROCESS. -6. CONCLUSION. -7. NOTES.
ADVANCING E-GOVERNMENT AT THE GRASSROOTS: TORTOISE OR HARE?
NORRIS, DONALD F.; MOON, M. JAE.
PUBLIC ADMINISTRATION REVIEW, n.º 1/2005, pág. 64 a 72
1. GUIDING FRAMEWORK. 2. DATA AND METHODS. 3. INPUT DIMENSION. A) ADOPTION. B) AGE OF WEB SITES. 4. IMPACT DIMENSION. 5. BARRIERS TO E-GOVERNMENT. 6. CONCLUSION.
AGENCY DISCRETION AND THE DYNAMICS OF PROCEDURAL REFORM
SPENCE, DAVID B.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1999, pág. 425
1. Interest groups, procedures, and agencydecisions. 2. Environmental policymaking procedures at theFERC. 3. FERC'S reaction to the scenic hudson decision. 4.FERC'S reaction to NEPA. 5. FERC'S response to ECPA. 6.Conclusion.
AGENCY LEADERS, GENDERED INSTITUTIONS, AND REPRESENTATIVE BUREAUCRACY
SAIDEL, JUDITH R.; LOSCOCCO, KARYN
PUBLIC ADMINISTRATION REVIEW, n.º 2/2005, pág. 158
I. INTRODUCTION. II. OVERVIEW OF SELECTED STUDIES. III. CONCEPTUAL FRAMEWORK. IV. EXPANDED CONCEPTUAL FRAMEWORK. V. DATA AND METHODS. VI. RESULTS. VII. DISCUSSION. VIII. CONCLUSION.
AIRPORT SECUTIRY, HIGH RELIABILITY, AND THE PROBLEM OF RATIONALITY
FREDERICKSON, H. GEORGE;LAPORTE, TODD R.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 33
1. Comparing the classic Public Administration and the structured redundancy schools. 2. Organizational high reliability. 3. The internal properties of high-reliability organizations. 4. The external properties of high-reliability organizations. 5. The problem of reliability.
