Síguenos en los medios sociales
PUBLIC MANAGEMENT REFORM: COMPETING DRIVERS OF CHANGE
RECASCINO WISE, LOIS
PUBLIC ADMINISTRATION REVIEW, n.º 5/2002, pág. 555
1. Framework for Administrative Change. 2. Context for the Study: Three National Cases. 3. Competing Drivers of Public Management Reform. 4. Evidence. 5. Summary. 6. Conclusions.
PUBLIC MEETINGS AND THE DEMOCRATIC PROCESS
ADAMS, BRIAN
PUBLIC ADMINISTRATION REVIEW, n.º 1/2004, pág. 43
1. INSTITUTIONAL DESIGN AND CITIZEN PARTICIPATION. 2. DATA AND METHODOLOGY. 3. THE FUNCTIONS OF PUBLIC MEETINGS. 4. INFLUENCING VOTES. 5. CONCLUSION.
PUBLIC PERSONNEL MANAGEMENT AND DEMOCRATIZATION: A VIEW FROM THREE CENTRAL AMERICAN REPUBLICS
KLINGNER, DONALD E.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1996, pág. 390
1. Characteristics of Public Personnel Management: Honduras, Panama, and Costa Rica. a) Honduras. b) Panama. c) Costa Rica. 2. Evaluation of public Personnel Management: Honduras, Panama, and Costa Rica. a) Honduras. b) Panama. c) Costa Rica. 3. Recommendations for Improvement. a) Honduras. b) Panama. c) Costa Rica. 4. A General model for...
1. Characteristics of Public Personnel Management: Honduras, Panama, and Costa Rica. a) Honduras. b) Panama. c) Costa Rica. 2. Evaluation of public Personnel Management: Honduras, Panama, and Costa Rica. a) Honduras. b) Panama. c) Costa Rica. 3. Recommendations for Improvement. a) Honduras. b) Panama. c) Costa Rica. 4. A General model for the Development of Public Personnel Management in Central ...
PUBLIC POLICY AND ADMINISTRATION: A PRACTITIONER'S REACTION-A RETROSPECTIVE RECONSTRUCTION
NOVOTNY, THOMAS W.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1996, pág. 158
PUBLIC POLICY AND ADMINISTRATION: THE GOALS OF RATIONALITY AND RESPONSIBILITY
LONG, NORTON E.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1996, pág. 149
PUBLIC SERVICE ETHICS: A GLOBAL DIALOGUE
GILMAN, STUART C.;LEWIS, CAROL W.
PUBLIC ADMINISTRATION REVIEW, n.º 6/1996, pág. 517
1. Shared Values and Norms. 2. Expert Observation. 3. Empirical Confirmation. 4. Normative and Structural Perspectives. a) The Structural Perspective. b) Effectiveness of the Structural Approach. c) The Normative Perspective. 5. Moral Leadership. 6. On the Agenda.
PUBLIC-SECTOR SUCCESSION: A STRATEGIC APPROACH TO SUSTAINING INNOVATION
SCHALL, ELLEN
PUBLIC ADMINISTRATION REVIEW, n.º 1/1997, pág. 4
1. Succession and succession planning: A brief review of the literature. 2. Taking succession seriously. 3. Managing a public-sector transition: A case study. 4. Moving forward.
PUBLIC-VALUE FAILURE: WHEN EFFICIENT MARKETS MAY NOT DO
BOZEMAN, BARRY
PUBLIC ADMINISTRATION REVIEW, n.º 2/2002, pág. 145
I. Introduction. 1. The Ascendance of Market Failure in Public Policy Deliberation. 2. Responses to Market Failure. 3. Policy Analysis and Public Value. 4. Public-interest Rationale: An Alternative to Market Failure?. 5. Self-Transformation and Democratic Participation. 6. Communitarian Values. 7. From Public Interest to Public Value. II....
I. Introduction. 1. The Ascendance of Market Failure in Public Policy Deliberation. 2. Responses to Market Failure. 3. Policy Analysis and Public Value. 4. Public-interest Rationale: An Alternative to Market Failure?. 5. Self-Transformation and Democratic Participation. 6. Communitarian Values. 7. From Public Interest to Public Value. II. Toward a Public-Failure Model. 1. Public-Failure Criteria. 2. Human Organs in the Market: Implications for a Public-Failure Model. 3. The "Public-Value Grid": Intersecting Public Value and Market Efficiency. III. Conclusions.
PUTTING MORE PUBLIC IN POLICY ANALYSIS
WALTERS, LAWRENCE C.;AYDELOTTE, JAMES;MILLER, JESSICA
PUBLIC ADMINISTRATION REVIEW, n.º 4/2000, pág. 349
1. Introduction. 2. The Utah Wilderness Debate andthe Utah Growth Summit. a) The Utah Wilderness Debate. b)The Utah Growth Summit. 3. A Framework for PublicInvolvement. a) Purpose Tied to the Policy DevelopmentProcess. b) The Nature of the Issue. c) The Purpose-IssueMatrix. 4. Conclusion.
RACE, SEX, AND CLARENCE THOMAS: REPRESENTATION CHANGE IN THE EEOC
MEIER, KENNETH J.; PENNINGTON, MICHAEL S.; ELLER, WARREN S.
PUBLIC ADMINISTRATION REVIEW, n.º 2/2005, pág. 171
1. THE THEORY OF REPRESENTATIVE BUREAUCRACY. 2. THE EQUAL EMPLOYMENT OPPORTUNITY COMMISSION. 3. CHANGES IN TRADITIONAL CLIENTELE. 4. DATA AND METHODS. 5. FINDINGS. 6. CONCLUSION.
RACE, SOCIAL WELFARE, AND THE DECLINE OF POSTWAR LIBERALISM: A NEW OR OLD KEY?
WILLIAMS, ARTHUR R.;JOHNSON, KARL F.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2000, pág. 560
1. Study Methods. 2. Four Legislative Histories. 3.Conclusion and Discussion.
RAISING THE STANDARD: BENCHMARKING FOR BETTER GOVERNMENT
PUBLIC ADMINISTRATION REVIEW, n.º 2/1997, pág. 182
REALISM AND PUBLIC ADMINISTRATION
NEWLAND, CHESTER A.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1997, pág. 1
1. Crises of Political confidence?. 2. Challenges Underlying political turbulence. 3. Past public administration responses to failed politics. 4. Realism in politics and administration.
REAPPRAISING INSTITUTIONAL CONTRIBUTIONS TO THE EFFICIENCY OF ENVIRONMENTAL POLICY
WELSH, ERIC W.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2003, pág. 375 a 378
1. SUPPLY AND DEMAND 2. VOLUNTARY POLICY 3. INSTRUMENT CHOICE 4. CHALLENGES
RECUPERATING FROM MARKET FAILURE: PLANNING FOR BIODIVERSITY AND TECHNOLOGICAL COMPETITIVENESS
STERNBERG, ERNEST
PUBLIC ADMINISTRATION REVIEW, n.º 1/1996, pág. 21
1. Ambiguities in Externalities. 2. The First Example: Landscape Relationships. 3. The Second Example: Optoelectronics. 4. Beyond External Effects. 5. Integral Realms versus Discrete Commodities. 6. The Formal versus the Substantive. 7. The Economics of Other Realms. 8. Reinvigorating Planning.
REENGINEERING NONPROFIT FINANCIAL ACCOUNTABILITY: TOWARD A MORE RELIABLE FOUNDATION FOR REGULATION
KEATING, ELIZABETH K.; FRUMKIN, PETER
PUBLIC ADMINISTRATION REVIEW, n.º 1/2003, pág. 3
I. THEORY OF FINANCIAL ACCOUNTABILITY. II. FINANCIAL REPORTING IN THE NONPROFIT SECTOR. III. ALTERNATIVE REPORTING FRAMEWORKS IN THE UNITED STATES. IV. A NEW DIRECTION FOR NONPROFIT FINANCIAL ACCOUNTABILITY.
REFLECTING ON REFORMA AND THE SCOPE OF PUBLIC ADMINISTRATION
KINGSLEY, GORDON
PUBLIC ADMINISTRATION REVIEW, n.º 2/1997, pág. 2
REFORMING GHANA'S PUBLIC SERVICE: ISSUES AND EXPERIENCES IN COMPARATIVE PERSPECTIVE
HARUNA, PETER FUSEINI
PUBLIC ADMINISTRATION REVIEW, n.º 3/2003, pág. 343 a 354
1. INTRODUCTION 2. SUMMARY OF REFORM A) CIVIL SERVICE REFORM B) DECENTRALIZATION PROGRAM C) DIVESTITURE PROGRAM 3. EVALUATION OF REFORM A) SOCIETY AND ADMINISTRATION B) HUMAN RESOURCES MANAGEMENT C) THE ROLE OF THE PUBLIC SECTOR 4. COMPARISON WITH ANGLO-AMERICAN REFORM A) COMMUNITY REFORM 5. CONCLUSION
REFORMING OR DISMANTLING GOVERNMENT?
SVARA, JAMES H.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1996, pág. 400
1. Modeling Government. 2. The Agents and Process of Change. 3. The Third Sector. 4. Policy Recommendations. 5. Critique.
REFRAMING DEMOCRACY: GOVERNANCE, CIVIC AGENCY, AND POLITICS
BOYTE, HARRY C.
PUBLIC ADMINISTRATION REVIEW, n.º 5/2005, pág. 536
1. THE WORLDWIDE EMERGENCE OF GOVERNANCE. 2. SHIFTING PARADIGMS: FROM DEMOCRATIC STATE TO DEMOCRATIC SOCIETY. 3. THE HUMPHREY DRUG STORE AND ITS CIVIC POLITICS TRADITION. 4. "SEEING LIKE A STATE". 5. RECENTERING POLITICS AMONG CITIZENS. 6. SPREADING EVERYDAY POLITICS. 7. POLITICIZING GOVERNANCE, CREATING A NEW POLITICS.
REFRAMING THE METAPHOR OF THE CITIZEN-GOVERNMENT RELATIONSHIP: A VALUE-CENTERED PERSPECTIVE
SMITH, GERALD E.;HUNTSMAN, CAROLE A.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1997, pág. 309
1. The Meaning of Value. 2. Citizens as Customers,Owners, Investors. 3. Field Research. 4. Findings. 5.Analysis and Implications. 6. Conclusion.
GILMOUR, ROBERT S.;JENSEN, LAURA S.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1998, pág. 247
1. Privatization and its potential for accountability avoidance. 2. Distinguishing between reviewable "state action" and private acts. 3. Toward a coherent understanding of state action. 4. Recognizing state action: a four-step inquiry. 5. Conclusion.
REINVENTING GOVERNMENT IN THE AMERICAN STATES: MEASURING AND EXPLAINING ADMINISTRATIVE REFORM
BRUDNEY, JEFFREY L.;HEBERT, F. TED;WRIGHT, DEIL S.
PUBLIC ADMINISTRATION REVIEW, n.º 1/1999, pág. 19
1. From the national level to the states: characteristicas of reinvention reforms. 2. Conceptualizing and measuring reinvention. a) the scope of reinvention. b) Comparing the states.3. Explaining reinvention. a) State refortm effort. b) Type of agency. c) Agency characteristics. d) Influences of the environment on the agency. e) Agency direcotr's...
1. From the national level to the states: characteristicas of reinvention reforms. 2. Conceptualizing and measuring reinvention. a) the scope of reinvention. b) Comparing the states.3. Explaining reinvention. a) State refortm effort. b) Type of agency. c) Agency characteristics. d) Influences of the environment on the agency. e) Agency direcotr's background and attitudes. 3. Findings: Accounting for reinvention. 4. Conclusion.
REINVENTING GOVERNMENT OR REINVENTING OURSELVES: TWO MODELS FOR IMPROVING GOVERNMENT PERFORMANCE
LAUER SCHACHTER, HINDY
PUBLIC ADMINISTRATION REVIEW, n.º 6/1995, pág. 530
1. The Bureau of Municipal Research. 2. Citizens as Owners. 3. The Role of the Poor. 4. Analysis. 5. Citizenship Education. 6. Information Exchange. 7. Facilitating Citizen Development. 8. Conclusions.
REINVENTING GOVERNMENT: CITY MANAGER ATTITUDES AND ACTIONS
KEARNEY, RICHARD D.;FELDMAN, BARRY M.;SCAVO, CARMINE P.F.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2000, pág. 535
1. The Roots of Reinvention. 2. Methodology. 3.Reinvention Attitudes and Actions. 4. Findings. 5.Discussion. 6. Conclusion.
