Suchergebnisse

"Not a traditional business" : sports TV as for-profit public good? -- Sportvision : the texts and tech of sports TV -- Generation IX : sports TV, gender and voice -- The level playing field? : sports TV and cultural debate -- The sports media ecosystem : sports TV's out-of-home communities -- Questions for discussion and further research -- Select timeline of U.S. sports television events.

Urban public hospitals have many of the defining characteristics of Lipsky's (1980) street-level bureaucracy, but relatively little is known about what problems these characteristics produce for hospital employees, professionals in particular. This paper develops evidence on the extent of those problems as reported in a survey of employees of an urban public hospital in the Midwest. The data suggest a divided verdict on Lipsky's predictions. Hospital professionals are dissatisfied with how the hospital constrains, and society disdains, their work, but they are largely satisfied that the intrinsic nature of their work is appropriate to their training. Those findings may mean that the plight of the professional in the urban public hospital is not as bleak as Lipsky implies. As such, that plight may also be amenable to improvement by actions these hospitals can afford.

Metropolitan governmental mergers and consolidations are distinctly structural reforms which suggest administrative reforms of similar disposition. For the personnel function, reform has meant some blending of the neutral competence and executive responsibility models in order to maximize local governmental responsiveness and accountability, while protecting employees from partisan political abuses. Resultant personnel systems in seven consolidated governments are surveyed to determine the degree of complementarity between the two models. By measuring these metropolitan government personnel systems against ten criteria concerning coverage and hiring-firing-promotion practices, each may be characterized as "safe, good government" reform or "strong executive leadership" reform.

"This book examines trust in a third dimension. It considers how building trust is different for managers developing "virtual" relationships. Questions answered include: To what extent can we inform the way: remote workers are managed; electronic commerce is used to sell products and services to unseen consumers; IT is relied on to interface with organizations, virtual or otherwise?"--Provided by publisher