Síguenos en los medios sociales
GOVERNMENTS IN TRANSITION: TOWARDS A NEW PUBLIC ADMINISTRATION
KAUL, MOHAN;COLLINS, PAUL
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 3/1995, pág. 199
1. Need for vision and strategy. 2. Policy management and government structure. 3. Managing partnerships with the private sector and ngos. 4. Importance of human resource management. 5. A Consumer and performance orientation. 6. The relevance of information technology. 7. Performance-oriented financial management. 8. The ...
HOSPITAL MANAGEMENT IMPROVEMENT IN CHINA
ZHIGANG, WU
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 2/1997, pág. 267
1. Introduction. 2. Background. 3. Strengthening management infraestructure. 4. Improving administration through quality management. 5. Improving management through collaboration. 6. Criteria for succes.
HOW USEFUL TO DECISION-MAKERS IS CONTINGENT VALUATION OF THE ENVIRONMENT?
BLORE, IAN
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 3/1996, pág. 215
1. Valuing the environment. 2. What is contingent valuation?. 3. Contingent valuation and its critics. 4. Theory and practice outside the USA. 5. Environmental awareness and cultural differences. 6. Public policy and constitutional frameworks. 7. Willingness, ability and paying. 8. Imagination and contingent valuation. 9. Contingencies and...
1. Valuing the environment. 2. What is contingent valuation?. 3. Contingent valuation and its critics. 4. Theory and practice outside the USA. 5. Environmental awareness and cultural differences. 6. Public policy and constitutional frameworks. 7. Willingness, ability and paying. 8. Imagination and contingent valuation. 9. Contingencies and risk. 10. Conclusions on the use of...
IMPROVING CRISIS MANAGEMENT IN THE IMPERFECT WORLD OF FOREIGN ELECTORAL ASSISTANCE
HIRSCHMANN, DAVID
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 1/1998, pág. 23
1. Background: The 'Low Road' to electoral assistance. 2. Dimensions of the challenge. 3. Rapid pre-election appraisal. 4. Selective analysis. 5. Checklist of pitfalls/early predictors. 6. Cutting corners: using, rather than building, capacity and legitimacy. 7. Conclusion. 8. References.
IMPROVING PERFORMANCE FOR THE DELIVERY OF QUALITY SERVICES
MOTTRAM, RICHARD;IVES, DENIS;QUAH, JON S.T.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 3/1995, pág. 311
1. Improving public services in the United Kingdom. 2. Human resource management in the Australian Public Service: challenges and opportunities. 3. Sustaining quality in the Singapore Civil Service.
INDONESIA: WHAT DO WE MEAN BY DECENTRALIZATION?
DEVAS, NICK
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 3/1997, pág. 351
1. Decentralization: A global theme. 2. Concepts of decentralization. 3. Decentralization in Indonesia. 4. Reforming the sdo: "subsidy for local autonomy". 5. Daerah percontohan: Decentralization in pilot areas. 6. Is this really decentralization?. 7. The framework of accountability to the centre. 8. Why is decentralization in Indonesia...
1. Decentralization: A global theme. 2. Concepts of decentralization. 3. Decentralization in Indonesia. 4. Reforming the sdo: "subsidy for local autonomy". 5. Daerah percontohan: Decentralization in pilot areas. 6. Is this really decentralization?. 7. The framework of accountability to the centre. 8. Why is decentralization in Indonesia so elusive?. 9. Conclusion.
INNOVATIONS IN THE PROVISION OF PUBLIC GOODS AND SERVICES
PINTO, ROGERIO F.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1998, pág. 387
1. Introduction. 2. The role of the state, the market and the public. 3. The nature of goods and services. 4. The basic options in service innovation. 5. Strategic options and sequencing. 6. Conclusions.
WARRINGTON, EDWARD
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 2/1998, pág. 101
1. Vulnerability: Bleak reality or useful myth?. 2. Size: is the micro-state shrinking?. 3. Autonomy: A valuable commodity or expired goods?. 4. External relations, domestic politics and governing institutions. 5. References.
LAND TENURIAL DYNAMICS AND PARTICIPATORY FORESTRY MANAGEMENT IN BANGLADESH
AHMED KHAN, NIAZ
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1998, pág. 335
1. Introduction. 2. Context and methodological considerations. 3. Land ownership and tenurial arrangements: a selected review of the literature. 4. Social forestry, Land tenure and use in the study areas: views fron the field. 5. Conclusions.
LOCAL GOVERNMENT AND THE TRANSITION TO DEMOCRACY: A REVIEW ARTICLE
SMITH, B.C.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 1/1998, pág. 85
1. Introduction. 2. Local democracy and the democratic state. 3. Globalization. 4. Sustaining local democracy. a) Representative government. b) Administrative capacity. c) The legitimacy of local structures. d) A culture of democracy. e) The contribution of civil society. f) Empowerment. g) Sharing the burden. h) Strengthening civil society....
1. Introduction. 2. Local democracy and the democratic state. 3. Globalization. 4. Sustaining local democracy. a) Representative government. b) Administrative capacity. c) The legitimacy of local structures. d) A culture of democracy. e) The contribution of civil society. f) Empowerment. g) Sharing the burden. h) Strengthening civil society. 5. Conclusion.
LOCAL GOVERNMENT IN KYRGHYZSTAN
TORDOFF, WILLIAM
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 5/1995, pág. 495
1. Decentralization. 2. Economy. 3. The structure of government. a) Oblasts, gorods and raions. b) The Akim and apparat. 4. Finance. 5. Options for further reform and development. 6. Conclusion.
MALAYSIA'S EXPERIENCE IN IMPLEMENTING THE NEW PERFORMANCE APPRAISAL SYSTEM
BIN SHAFIE, HALIM
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1996, pág. 341
1. Introduction. 2. The new performance appraisal system (NPAS). 3. Panel on coordination of performance appraisal and salary progression (PANEL). 4. Benefits of the NPAS. 5. Implementation issues. 6. Towards a more effective implementation of the NPAS. 7. Conclusion.
MANAGERIAL PERCEPTIONS OF LEADERSHIP AND MANAGEMENT IN AN AFRICAN PUBLIC SERVICE ORGANIZATION
JONES, MERRICK L.;BLUNT, PETER;SHARMA, KESHAV C.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 5/1996, pág. 455
1. Background to the study. 2. The subjects. 3. The ministry of local government, lands and housing. 4. Results: perceptions of leadership and management in mlglh. 5. Discussion. 6. Implications. 7. Conclusion.
MANAGING THE NEW ORGANIZATION: SOME PROBLEMS OF INSTITUTIONAL TRANSITION - A NEW ZEALAND PERSPECTIVE
AITKEN, JUDITH
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 1/1997, pág. 41
1. Introduction. 2. Impediments to public sector reform and institutional transformation. a) Woodenheadedness. b) Political capacity for major economic changes. c) Deeply entrenched cultural and other social structures are capable of resisting change for very long periods. d) Need to find a common languaje and a popular conceptual framework...
1. Introduction. 2. Impediments to public sector reform and institutional transformation. a) Woodenheadedness. b) Political capacity for major economic changes. c) Deeply entrenched cultural and other social structures are capable of resisting change for very long periods. d) Need to find a common languaje and a popular conceptual framework for reform. e) A lack of ...
NGO-STATE COLLABORATION AND THE NEW POLICY AGENDA THE CASE OF SUBSIDIZED CREDIT
COPESTAKE, JAMES
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 1/1996, pág. 21
1. Introduction. 2. Debate over credit subsidies within the world bank. 3. NGO perspectives on credit policy. a) A minimalist perspective. b) A radical perspective. c) An alternative perspective. 3. Implications for donor-NGO cofinancing.
OSBORNE, S. P.;KAPOSVARI, A.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1998, pág. 365
1. Introduction. 2. Background to the ngo sector in hungary. 3. Ngos and the development of social care services in budapest. 4. Managing the ngo-government relationship. 5. Understanding the role of ngos in responding to social care needs in local communities in hungary. 6. Conclusions.
Organisational restructurin and developing partnerships with NGO'S
LAKING, ROB;MATHESON, STEVESHAMS, M. KHALID
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 3/1995, pág. 283
1. Developing a culture of success: Reflections from New Zealand experience. 2. Professionalism and management: accountability versus responsiveness-recent Inland Revenue developments. 3. Governments must side with the poor.
ORGANIZATIONAL LEARNING IN NON-GOVERNMENTAL ORGANIZATIONS: WHAT HAVE WE LEARNED?
EDWARDS, MICHAEL
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 2/1997, pág. 235
1. Introduction. 2. Learning in NGOs. 3. Problems and solutions. 4. Learning in NGOs: What have we learned?. 5. What kinds of learning should NGOs invest in?. 6. Linkages for learning. 7. Conclusions.
ORGANIZATIONAL REFORM WITHIN GOVERNMENT: ACOUNTABILITY AND POLICY MANAGEMENT
MOUNTFIELD, ROBIN
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 1/1997, pág. 71
1. Introduction. a) The UK Civil Service - size and range of activities. b) 'Next Steps' Executive Agencies. c) Has Next Steps been a success? d) Problems. e) The Prison Service. f) Accountability, responsibility and culpability. 2. Agencies, accountability and responsibility: emerging issues.
SNYDER, MONTEZE M.;OSLAND, JOYCE;HUNTER, LESLIE
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1995, pág. 397
1. Introduction. 2. Societal factors and national context. 3. Research design and methodology. a) Research instrument and sample. b) Statistical analysis. 4. Results and discussion. a) Work experience and age. b) Work effort and family obligations. c) Experience with systemic ...
POLICY PLANNING AND MANAGEMENT DIALOGUE WITH COUNTRIES IN TRANSITION
KONIG, KLAUS
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 5/1996, pág. 417
1. Socialist states in transition. 2. Growth of policy intervention. 3. Modalities of public policies. 4. Organization of policy planning. 5. Modernization of public management.
POLICY PLANNING IN HM CUSTOMS AND EXCISE CUSTOMS POLICY DIRECTORATE. A TRAINER'S PERSPECTIVE
CANNON, JOHN D.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 2/1997, pág. 223
1. Introduction. 2. The customs policy directorate. 3. Management tools and techniques. 4. Training of the customs policy directorate. 5. Conclusion.
POLICY RESEARCH IN SUB-SAHARAN AFRICA: AN EXPLORATION
JUMA, CALESTOUS;CLARK, NORMAN
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 2/1995, pág. 121
1. Introduction. 2. The nature of the policy sciences. 3. Metaphors of public policy. a) The mechanistic wold view-society as a machine. b) From linear to non-linear processes. c) Policy as arguments. d) Policy as social experiment. e) Policy as interactive learning. 3. The african context. a) Problem formulation or agenda setting. b) Policy...
1. Introduction. 2. The nature of the policy sciences. 3. Metaphors of public policy. a) The mechanistic wold view-society as a machine. b) From linear to non-linear processes. c) Policy as arguments. d) Policy as social experiment. e) Policy as interactive learning. 3. The african context. a) Problem formulation or agenda setting. b) Policy formulation and forecasting. c) Experiments ...
POLITICAL TRANSITION, ECONOMIC LIBERALIZATION AND CIVIL SERVICE REFORM IN MALAWI
ADAMOLEKUN, L.;KULEMEKA, N.;LALEYE, M.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 2/1997, pág. 209
1. Introduction: civil service at the crossroads. 2. Political transition and economic liberalization. 3. Objetives and scope of civil service reform. 4. Implementation progress. 5. Concluding observations.
