Suchergebnisse

AbstractThis article analyses the economic, political, and institutional antecedents and performance effects of the adoption of shared Senior Management Teams (SMTs)—a management innovation (MI) that occurs when a team of senior managers oversees two or more public organizations. Findings from statistical analysis of 201 English local governments and interviews with organizational leaders reveal that shared SMTs are adopted to develop organizational capacity in resource‐challenged, politically risk‐averse governments, and in response to coercive and mimetic institutional pressures. Importantly, sharing SMTs may reduce rather than enhance efficiency and effectiveness due to redundancy costs and the political transaction costs associated with diverting resources away from a high‐performing partner to support their lower‐performing counterpart.

AbstractThis paper analyzes a UK polity that is characterized by fragmentation, differentiation, and decentered governance which is evident at multiple layers of public policy and administration. The development of devolved governments as well as ongoing debates around regional and local governance have created increasingly fragmented places. The intensification of policies associated with the new public management has fragmented the provision of public services. And the absence of a common approach to professional development has led to growing fragmentation of public service workers from different professions and sectors. We argue that these trends reflect many of the aspects of an advanced or late‐stage new public governance. This is ripe territory for further research and demonstrates that UK public administration continues to have much to offer to international scholars. It also raises important questions about what forms of public administration might emerge next.

Wünschen auch Sie sich, dass Ihre Kinder ihre Hausaufgaben machen, dass Ihre Kollegen häufiger Ihrer Meinung sind oder dass Ihre Nachbarn keinen Müll mehr auf Ihr Grundstück werfen? Oder möchten Sie, dass Ihr Chef Sie befördert, Ihr Kunde mehr kauft oder brauchen eine gute Werbestrategie, um mehr Wählerstimmen zu bekommen? Tag für Tag stehen wir vor der Herausforderung, andere zu überzeugen, damit sie das tun, was wir von ihnen wollen. Doch was lässt Menschen auf unsere Bitten mit ?Ja? antworten? Gemeinsam mit den weltweit meistzitierten Experten auf dem Gebiet der Psychologie des Überzeugens gibt Professor Robert B. Cialdini in 60 spannenden Kapiteln Tipps, die Sie sich auf keinen Fall entgehen lassen sollten, denn sie alle sind wissenschaftlich untermauert und nachweislich dazu geeignet, Ihre Überzeugungskraft enorm zu erhöhen. 60 kurze, leicht verständliche und ganz und gar praxisorientierte Kapitel zeigen, wie sich die Ergebnisse der psychologischen Forschung ohne grosse Kosten gewinnbringend im Wirtschaftsleben umsetzen lassen, vor allem in den Bereichen Mitarbeiterführung, Werbung, Verhandlungsführung und Verkauf. Aber auch im Familienleben und im gesellschaftlichen Miteinander haben sich die beschriebenen Strategien vielfach bestens bewährt. Die zweite überarbeitete und erweiterte Auflage bietet 10 neue Geheimrezepte, die Sie sich nicht entgehen lassen sollten! Thalia.de

Abstract
How can UK and devolved governments be more effective when addressing chronic problems like inequalities or crises like climate change? The dominant story is of pessimism: policymaking is bound to a Westminster tradition of short-termism, elitism, and centralization, and reform efforts are doomed to failure. We present a more cautiously optimistic account about the prospects for a more effective government, grounded in theory-informed lessons from two decades of UK and devolved government reform efforts. We describe a potentially more innovative and less blundering state and present a coherent Positive Public Policy agenda that can help to realize this potential.

AbstractOn 10 March 2024 the Commission on the Centre of Government published its final report: Power with Purpose. The aim of the commission had been to explore why Number Ten, the Cabinet Office and HM Treasury do not always work as well as they should and to explore what could be done to improve the centre of government radically. Perennial concerns about the existence of a 'hollow crown' at the centre of British government were, the final report recommended, to be resolved through the implementation of a 'radical' reform agenda. This article interrogates the commission's proposals from a critical perspective and builds upon existing concerns as to the viability of further centralising power in Whitehall. It achieves this by reflecting on an understanding of why history, criticality, governance, evidence and relationships matter when seeking to cope with complexity or when designing genuinely 'radical' new governance capabilities. It is argued that a full appreciation of these factors is essential to any project to strengthen the core executive and offers a more balanced, relational and systemic approach to nurturing strategic capacity in government.

In recent years the nature of policy and politics has witnessed significant transformations. These have challenged perceptions about the ways in which policy is studied, designed, delivered and appraised. This book –the first in the New Perspectives in Policy and Politics series - brings together world-leading scholars to reflect on the implications of some of these developments for the field of policy studies and the world of practice. First published as a special issue of Policy & Politics, the book offers critical reflections on the recent history and future direction of policy studies. It advances the debate by rethinking the ways in which scholars and students of policy studies can (re)engage with pertinent issues in pursuit of both scholarly excellence and practical solutions to global policy problems