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The paradoxical primate
In: Societas
Debate: The changing ecology of social knowledge and public policy-making
In: Public money & management: integrating theory and practice in public management, Band 37, Heft 4, S. 242-244
ISSN: 1467-9302
Debate: 'Can't govern', 'won't govern'—the strange confluence of governance and neoliberalism
In: Public money & management: integrating theory and practice in public management, Band 36, Heft 4, S. 243-246
ISSN: 1467-9302
Debate: 'Can't govern', 'won't govern'—the strange confluence of governance and neoliberalism
In: Public money & management: integrating theory and practice in public management, S. 1-4
ISSN: 0954-0962
Debate: 'Can't govern', 'won't govern'-the strange confluence of governance and neoliberalism
In: Public money & management: integrating theory and practice in public management, Band 36, Heft 4, S. 243-4
ISSN: 0954-0962
The British Administrative Elite. The Art of Change without Changing?
In: Revue française d'administration publique, Band 151-152, Heft 3, S. 741-761
Résumé — La haute fonction publique britannique : l'art du changement sans changer ? — Une interprétation possible de l'état de la haute fonction publique britannique, définie comme le sommet de la fonction publique, serait que des vagues successives de réformes depuis 1979 aient fondamentalement changé son caractère. Auteurs des réformes et chercheurs affirment qu'une modification fondamentale se serait en effet produite. Certains voient comme une modernisation nécessaire. D'autres ont été plus critiques, considérant ces modifications comme détruisant une institution saine au nom de la « managérialisation » voire de la « politisation ». Mais qu'est?ce qui a vraiment changé ? Si on ne peut nier certains changements, reste à savoir quelle est leur importance concrète ? Cet article examine avec attention les faits qui permettent de constater l'existence, ou non, de transformations. Sa principale conclusion est que le degré de modification est bien moins important que ce que certains rapports suggèrent. On constate en effet une plus grande continuité dans le rôle principal d'élaboration des politiques et surtout dans le rôle constitutionnel fondamental de la haute fonction publique britannique que ce que les changements superficiels suggéreraient. Néanmoins, des défis récents, dont certains sont apparus sous l'impact de la crise financière mondiale, peuvent être des événements allant vers un changement fondamental du rôle de la haute fonction publique? même si cela ne s'est pas encore produit.
Paradoxes and prospects of 'public value'
In: Public money & management: integrating theory and practice in public management, Band 31, Heft 1, S. 27-34
ISSN: 1467-9302
Performance in Government : The Evolving System of Performance and Evaluation Measurement, Monitoring, and Management in the United Kingdom
This paper sets out the recent history and evolution of the UK governments' performance measurement, monitoring and management systems from the period since 1997 and the election of the New Labor government, until today. Although, as the paper shows many of the changes the New Labor government introduced were at least partially prefigured in changes introduced in the previous two decades or more. The reason that the period since 1997 is so important is because, it represents the period in which the UK governments' system became almost universal across public activities, including measuring performance at the highest levels of government itself. The core of the performance policies developed by government over this period have been the Public Service Agreements (PSAs) promulgated since 1998, of which there have now been five rounds (1998; 2000; 2002; 2004; 2007). Whilst PSAs are not the only performance policies, or measurement, monitoring and reporting systems, they have come to be seen as the pinnacle of the whole system and, in intention at least, driving developments throughout the public services. The paper will cover only the UK government. Over the past decade significant constitutional changes have devolved some central government powers to first the Scottish Parliament and Welsh Assembly, and then more recently the Northern Ireland Assembly.
BASE
Organising and Disorganising–A Dynamic and Non-Linear Theory of Institutional Emergence and Its Implicationsby Michael Thompson: (2008). Axminster: Triarchy Press
In: International journal of public administration, Band 32, Heft 8, S. 741-743
ISSN: 1532-4265
Public Value—The Next "Big Thing" in Public Management?
In: International journal of public administration, Band 32, Heft 3-4, S. 167-170
ISSN: 1532-4265
Public Value—The Next "Big Thing" in Public Management?
In: International journal of public administration: IJPA, Band 32, Heft 3, S. 167-170
ISSN: 0190-0692
Realism in public services reform - the case of the Irish republic
In: Administration, Band 57, Heft 1
ISSN: 0001-8325