Síguenos en los medios sociales
VARIETIES OF PARTICIPATION IN COMPLEX GOVERNANCE
FUNG, ARCHON
PUBLIC ADMINISTRATION REVIEW, n.º 6-Suplemento/2006, pág. 66 a 75
I. PARTICIPATORY DESIGNS: THE DEMOCRACY CUBE. 1. PARTICIPANT SELECTION. 2. COMMUNICATION AND DECISION. 3. AUTHORITY AND POWER. 4. THE DEMOCRACY CUBE. II. LEGITIMACY. III. JUSTICE. IV. EFFECTIVENESS. V. CONCLUSION.
VERIFYING COMPLIANCE: SOCIAL REGULATION AND WELFARE REFORM
STOKER, ROBERT P.;WILSON, LAURA A.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1998, pág. 395
1. The primary prevention initiative. 2. Verification procedures. 3. Verification and program design. 4. Administrative concerns. 5. Lessons for policy analysts. 6. Conclusion.
VIOLENCE IN THE AMERICAN WORKPLACE: CHALLENGES TO THE PUBLIC EMPLOYER
NIGRO, LLOYD G.;WAUGH, WILLIAM L.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1996, pág. 326
1. A Growing Awareness of Workplace Violence. a) Empirical Studies of OVC Are Limited. b) Reporting of Workplace Homicide. c) Other Studies of Workplace Homicide. d) Studies of Other Forms of OVC. 2. The Use of Case Studies to Identify Risk Factors. 3. Available Guidance for OVC Risk Reduction. a) An Agenda for Research on OVC. 4...
WHAT ARE THE FEDERAL HOME LOAN BANKS UP TO? EMERGING VIEWS OF PURPOSE AMONG INSTITUTIONAL LEADERSHIP
HOFFMANN, SUSAN;CASSELL, MARK
PUBLIC ADMINISTRATION REVIEW, n.º 4/2002, pág. 461
1. Background. 2. How Do FHLB Leaders View Their Institutions' Purpose?. 3. Summing Up.
MELKERS, JULIA;CLAYTON THOMAS, JOHN
PUBLIC ADMINISTRATION REVIEW, n.º 4/1998, pág. 327
1. Why care whether administrators can predict. 2. Comparing citizen perceptions and administrator predictions. a) Explaining administrator predictions. 3. Conclusions. 4. References.
MORGAN, DOUGLAS;BACON, KELLY G.;BUNCH, RON;CAMERON, CHARLES D.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1996, pág. 359
1. What Middle managers Do in Local Government. a) Interpreting and Representing Their Work Unit's Interests. b) Lending or Securing Assistance. c) Developing Organizational Relationships. d) Leveraging Other's Time ...
WHAT RIGHT DO PUBLIC MANAGERS HAVE TO LEAD?
BEHN, ROBERT D.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1998, pág. 209
1.Failures of governance. 2. What leaders do and Why it Might be Bad if public managers did all that. 3. Organizational failure. 4. Analytical failure. 5. Executive failure. 6. Legislative failure. 7. Political failure. 8. Civic Failure. 9. Judicial failure. 10. Heroic or conservatory leadership?. 11. Angels and public managers.
BRYSON, JOHN M.;CUNNINGHAM, GARY L.;LOKKESMOE, KAREN J.
PUBLIC ADMINISTRATION REVIEW, n.º 5/2002, pág. 568
1. Introduction. 2. Project Organization. 3. Stakeholder Analysis. 4. Conclusions.
WHAT´S IN A SECTOR? THE SHIFTING CAREER PLANS OF PUBLIC POLICY STUDENTS
CHETKOVICH, CAROL
PUBLIC ADMINISTRATION REVIEW, n.º 6/2003, pág. 660 a 674
1. THE STUDY 2. FROM ENTRY TO GRADUATION: HOW CAREER PLANS CHANGED 3. A CLOSER LOOK: IN-DEPTH DISCUSSIONS WITH ENTERING STUDENTS 4. THE INTERACTION OF PUBLIC POLICY TRAINING AND STUDENT EXPECTATIONS 5. MOTIVATIONS AND EXPECTATIONS RELATED TO CHOICE OF SECTOR 6. SUMMARY FINDINGS AND IMPLICATIONS 7. ENHANCING THE APPEAL OF PUBLIC-SECTOR EMPLOYMENT
WHAT'S NEW ABOUT THE NEW PUBLIC MANAGEMENT? ADMINISTRATIVE CHANGE IN THE HUMAN SERVICES
PAGE, STEPHEN.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2005, pág. 713 a 727
-1. NEW PUBLIC MANAGEMENT: A UNIVERSAL NEW PARADIGM?. -2. NEW PUBLIC MANAGEMENT IN THE HUMAN SERVICES. -3. RESEARCH METHODS. -4. THE ORIGINS AND EVOLUTION OF TODAY'S HUMAN SERVICES REFORMS. -5. INTERPRETING THE CURRENT WAVE OF HUMAN SERVICES REFORM. -6. CONCLUSION.
WHEN DOES INTERSTATE TRANSPORTATION OF MUNICIPAL SOLID WASTE MAKE SENSE AND WHEN DOES IT NOT?
PODOLSKY, MICHAEL J.;SPIEGEL, MENAHEM
PUBLIC ADMINISTRATION REVIEW, n.º 3/1999, pág. 250
1. The market participant doctrine. 2. Dormantcommerce clause: Government as market regulator. 3. Dormantcommerce clause: government as market participant. 4.Economic perspective of the market participant doctrine. 5.Conclusion.
WHEN THE STATE TAKES OVER A LIFE: THE PUBLIC GUARDIAN AS PUBLIC ADMINISTRATOR
TEASTER, PAMELA B.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2003, pág. 396
1. INTRODUCTION. 2. THE GUARDIANSHIP SYSTEM. 3. PUBLIC GUARDIANSHIP AND PUBLIC ADMINISTRATION. 4. METHODS. 5. FINDINGS. 6. CONCLUSIONS.
DURANT, ROBERT F.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 115
1. The etiology of a regulatory dilemma. 2. Teaching camels to fly? 3. A world apart?
WHO WANTS TO PRIVATIZE SOCIAL SECURITY? UNDERSTANDING WHY THE POOR ARE WARY OF PRIVATE ACCOUNTS
DEVROYE, DAN
PUBLIC ADMINISTRATION REVIEW, n.º 3/2003, pág. 316 a 328
1. PROPOSALS FOR REFORMING SOCIAL SECURITY 2. PRIVATIZATION LOOKS MORE POPULAR THAN THE ALTERNATIVES 3. PRIVATE ACCOUNTS, GOVERNMENT SUPERVISION 4. THE OPINION GAP: INCOME, EDUCATION, AND PARTY AFFILIATION 5. AWARENESS OF THE PAYROLL TAX 6. EXPECTATIONS AND ATTITUDES TOWARD SAVING A) BELIEFS ABOUT THE FUTURE OF THE PROGRAM B) EXPECTATIONS...
1. PROPOSALS FOR REFORMING SOCIAL SECURITY 2. PRIVATIZATION LOOKS MORE POPULAR THAN THE ALTERNATIVES 3. PRIVATE ACCOUNTS, GOVERNMENT SUPERVISION 4. THE OPINION GAP: INCOME, EDUCATION, AND PARTY AFFILIATION 5. AWARENESS OF THE PAYROLL TAX 6. EXPECTATIONS AND ATTITUDES TOWARD SAVING A) BELIEFS ABOUT THE FUTURE OF THE PROGRAM B) EXPECTATIONS ABOUT DEPENDENCE ON SOCIAL SECURITY C) ATTITUDES TOWARD SAVING AND INVESTING 7. ACCOUNTING FOR THE OPINION GAP 8. CONCLUSION
WHO WANTS TO WORK FOR THE GOVERNMENT?
LEWIS, GREGORY B.;FRANK, SUE A.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2002, pág. 395
1. A Model of Sectoral Choice. 2. Data and Methods. 3. Findings. 4. Conclusion.
WOMEN'S JOBS, MEN'S JOBS: SEX SEGREGATION AND EMOTIONAL LABOR.
GUY, MARY ELLEN; NEWMAN, MEREDITH A.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2004, pág. 289 a 296
1. DEFINED BY THE INDUSTRIAL AGE. 2. BACKSTAGE PERFORMANCES. A) SEX-TYPED WORK. B) TWO DEGREES OF SEPARATION. 3. THE PENALTY FOR CARING. A) PARALEGALS. 4. THE CONFLATION OF GENDER AND EMOTIONAL LABOR. 5. RESEARCH DIRECTIONS. A) CITIZEN SATISFACTION. B) RATIONAL VERSUS EMOTIVE WORK. C) DESCRIBING RELATIONAL WORK. D) IDENTIFYING, LABELLING,...
1. DEFINED BY THE INDUSTRIAL AGE. 2. BACKSTAGE PERFORMANCES. A) SEX-TYPED WORK. B) TWO DEGREES OF SEPARATION. 3. THE PENALTY FOR CARING. A) PARALEGALS. 4. THE CONFLATION OF GENDER AND EMOTIONAL LABOR. 5. RESEARCH DIRECTIONS. A) CITIZEN SATISFACTION. B) RATIONAL VERSUS EMOTIVE WORK. C) DESCRIBING RELATIONAL WORK. D) IDENTIFYING, LABELLING, AND PRICING EMOTIONAL WORK. 6. SUMMARY.
SLACK, JAMES D.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1996, pág. 159
1. Dimensions of the Study. 2. Findings. 3. Understanding the ADA and HIV/AIDS. 4. Applying the ADA to HIV/AIDS in the Workplace. 5. Workplace Preparedness. 6. Determinants of Workplace Preparedness. 6. Analysis.
WORKPLACE SPIRITUALITY AND ORGANIZATIONAL PERFORMANCE
GARCIA-ZAMOR, JEAN-CLAUDE
PUBLIC ADMINISTRATION REVIEW, n.º 3/2003, pág. 355 a 363
1. WHAT IS SPIRITUALITY? A DEFINITIONAL MUSS 2. SPIRITUALITY VERSUS RLIGION 3. SPIRITUALITY VERSUS ETHICS 4. SPIRITUALITY IN THE WORKPLACE AND ORGANIZATIONAL PERFORMANCE 5. A SUMMING UP
www.ethics.gov: ISSUES AND CHALLENGES FACING PUBLIC MANAGERS
MENZEL, DONALD C.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1998, pág. 445
1. Cyber management. 2. Acceptable use policies for the internet. 3. The internet and group life in the workplace. 4. Government use and abuse of the Internet. 5. Questions and some answers.
