Síguenos en los medios sociales
REINVENTING GOVERNMENT: DOES LEADERSHIP MAKE THE DIFFERENCE?
HENNESSEY, J.THOMAS
PUBLIC ADMINISTRATION REVIEW, n.º 6/1998, pág. 522
1. Reinvention is a major initiative of the Clinton administration. 2. The research subject organizations. 3. The four variables. 4. Categorizations. 5. Results.
REINVENTING GOVERNMENT: THE CASE OF NATIONAL SERVICE
LENKOWSKY, LESLIE;PERRY, JAMES L.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2000, pág. 298
1. Applying Reinvention to National Service. a)Catalytic. b) Competitive. c) Decentralized. d)Results-Oriented. 2. Realities of Reinvention. a) CatalyticIs in the Eye of the Beholder. b) Creating Competition inNon-Market Contexts. c) How Much Decentralization IsEnough?. d) Results of What? For Whom?. 3. Lessons Learned.4. Conclusion.
REINVENTING LOCAL GOVERNMENTS AND THE E-GOVERNMENT INITIATIVE
TAT-KEI HO, ALFRED
PUBLIC ADMINISTRATION REVIEW, n.º 4/2002, pág. 434
1. Introduction. 2. A Paradigm Shift of Public Service Delivery in the Internet Age. 3. Paradigm Shift Reflected in City Web Sites. 4. Paradigm Shift Reflected in an Opinion Survey of Web Masters. 5. Why Did Cities Adopt the Paradigm Shift?. 6. Conclusion.
REINVENTING OR REPACKAGING PUBLIC SERVICES? THE CASE OF COMMUNITY-ORIENTED POLICING
GIANAKIS, GERASIMOS A.;DAVIS, G. JOHN
PUBLIC ADMINISTRATION REVIEW, n.º 6/1998, pág. 485
1. Issues in community policing. 2. Issues in the organization of law enforcement. 3. Results. 4. Discussion. 5. Conclusion.
REINVENTING THE PROVERBS OF GOVERNMENT
WILLIAMS, DANIEL W.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2000, pág. 522
1. Proverbs. 2. Old Ideas. 3. The Hazards ofReinventing Government. 4. Is it Really EntrepreneurialGovernment?. 5. Conclusion.
REINVENTION AS REFORM: ASSESSING THE NATIONAL PERFORMANCE REVIEW
THOMPSON, JAMES R.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2000, pág. 508
1. Public-Private Differences. 2. Assessing theNational Performance Review. 3. NPR at he Social SecurityAdministration. 4. Alternative Explanations for theShortcomings of NPR. 5. Discussion and Conclusion.
REORGANIZING FOR NATIONAL SECURITY AND HOMELAND SECURITY
NEWMANN, WILLIAM W.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 126
1. Introduction. 2. The new threat environment. 3. Organizing for homeland security. 4. Rivalries old and new. 5. Conclusion.
REPRESENTATION IN GOVERNMENT BOARDS AND COMMISSIONS
MITCHELL, JERRY;COLLEGE, BARUCH
PUBLIC ADMINISTRATION REVIEW, n.º 2/1997, pág. 160
1. The organization of boards. 2. Theories of representation. 3. Research findings. 4. Conclusion
RESEARCH NOTE: PUBLIC AND PRIVATE MANAGERS' PERCEPTIONS OF RED TAPE
RAINEY, HAL G.;PANDEY, SANJAY;BOZEMAN, BARRY
PUBLIC ADMINISTRATION REVIEW, n.º 6/1995, pág. 567
1. Red Tape: Definition and Research Issues. 2. Some Models Explaining Red Tape. a) A Goal Ambiguity Hypothesis. b) An Insecurity Hypothesis. c) An Expectancy Hypothesis. 3. Results. a) The Goal Ambiguity Hypothesis. b) Size and Red Tape. c) Sector Differences. d) The ...
RESPONDING TO THE DECLINE IN PUBLIC SERVICE PROFESSIONALISM
SHERWOOD, FRANK P.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1997, pág. 211
1. The Florida Situation. 2. Dimensions of professionalism and current challenges. 3. The environment and changing it. 4. Organization: Influence Potential?. 5. Human resources management: A major potential for influence.
RETHINKING SECURITY: ORGANIZATIONAL FRAGILITY IN EXTREME EVENTS
COMFORT, LOUISE K.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 98
1. Introduction. 2. Public security as a governmental function. 3. September 11, 2001: a challenge to public security. 4. Redifining governmental functions as a complex adaptive system. 5. The fragility of Administrative systems in the 9/11 events. 6. The limits of governmental capacity to provide public security. 7. Recommendations for...
1. Introduction. 2. Public security as a governmental function. 3. September 11, 2001: a challenge to public security. 4. Redifining governmental functions as a complex adaptive system. 5. The fragility of Administrative systems in the 9/11 events. 6. The limits of governmental capacity to provide public security. 7. Recommendations for change. 8. Conclusion.
ROSENBLOOM, DAVID H.
PUBLIC ADMINISTRATION REVIEW, n.º 1/2000, pág. 39
1. The orthodox response: Enhance presidentialcontrol. 2. Congress's strategy for retrofitting theadministrative state. 3. 1946 as a baseline forretrofitting. 4. Judicial retrofitting. 5. Conclusion: Amachine that would go of itself?.
BRUDNEY, JEFFREY L.; WRIGHT, DEIL S.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2002, pág. 353
1. INTRODUCTION. 2. APPROACHING AND MEASURING REINVENTION AMONG STATE AGENCIES. 3. THE STATUS OF REINVENTION: 1994 AND 1998. 4. AMERICAN STATE ADMINISTRATORS PROJECT SURVEY METHODS. 5. CONCLUSION.
ROADBLOCKS IN REFORMING CORRUPT AGENCIES: THE CASE OF THE NEW YORK CITY SCHOOL CUSTODIANS
SEGAL, LYDIA
PUBLIC ADMINISTRATION REVIEW, n.º 4/2002, pág. 445
1. Introduction. 2. The New York City Custodial System: A Recipe for Abuse. 3. Deeper Obstacles to Internal Control in Corrupt Agencies. 4. Impediments to Structural "Reorganizations". 5. Eluding External Criminal Sanctions. 6. Broader Implications for Corruption Reform. 7. Postscript.
ROUTES TO SCHOLARLY SUCCESS IN PUBLIC ADMINISTRATION: IS THERE A RIGHT PATH?
SCHROEDER, LARRY; O'LEARY, ROSEMARY; JONES, DALE; POOCHAROEN, ORA-ORN
PUBLIC ADMINISTRATION REVIEW, n.º 1/2004, pág. 92
1. THE LITERATURE. 2. FINDINGS: EDUCATION AND CAREER CHOICES. 3. FINDINGS: RESEARCH AND RESEARCH-RELATED STRATEGIES. 4. FINDINGS OTHER STRATEGIES AND BEHAVIOR. 5. CONCLUSIONS AND LESSONS LEARNED.
SERVICE CHARTERS: RESHAPING TRUST IN GOVERNMENT- THE CASE OF SPAIN.
TORRES, LOURDES.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2005, pág. 687 a 699
-1. SERVICE CHARTERS ACROSS DIFFERENT CULTURAL CONTEXTS. -2. SERVICE CHARTERS IN SPAIN. -3. METHODOLOGY. -4. ANALYSIS OF RESULTS. -5. DISCUSSION. -6. CONCLUSIONS.
SERVICE QUALITY AND BENCHMARKING THE PERFORMANCE OF MUNICIPAL SERVICES.
FOLZ, DAVID H.
PUBLIC ADMINISTRATION REVIEW, n.º 2/2004, pág. 209 a 218
1. WHY CONSIDER SERVICE QUALITY FIRST? 2. METHODOLOGY. A) DATA. B) VARIABLE OPERATIONALIZATIONS. 3. A SERVICE-QUALITY FRAMEWORK FOR RECYCLING. A) SERVICE QUALITY AND PERFORMANCE. 4. A MODEL OF SERVICE QUALITY AND RECYCLING PERFORMANCE. 5. BEST PRACTICES, CONTEXTUAL FEATURES, AND RECYCLING DIVERSION. 6. SELECTING A BENCHMARKING PARTNER. 7....
1. WHY CONSIDER SERVICE QUALITY FIRST? 2. METHODOLOGY. A) DATA. B) VARIABLE OPERATIONALIZATIONS. 3. A SERVICE-QUALITY FRAMEWORK FOR RECYCLING. A) SERVICE QUALITY AND PERFORMANCE. 4. A MODEL OF SERVICE QUALITY AND RECYCLING PERFORMANCE. 5. BEST PRACTICES, CONTEXTUAL FEATURES, AND RECYCLING DIVERSION. 6. SELECTING A BENCHMARKING PARTNER. 7. SUMMARY AND CONCLUSION.
SETTLEMENT WOMEN AND BUREAU MEN: CONSTRUCTING A USABLE PAST FOR PUBLIC ADMINISTRATION
STIVERS, CAMILLA
PUBLIC ADMINISTRATION REVIEW, n.º 6/1995, pág. 522
1. The Current Genealogy of Public Administration. 2. Engendering the Progressive Roots of Public Administration. 3. Bureau Men. 4. Settlement Women. 5. Conclusion.
SEX ON THE DOCKET: REPORTS OF STATE TASK FORCES ON GENDER BIAS
KEARNEY, RICHARD C.;SELLERS, HOLLY
PUBLIC ADMINISTRATION REVIEW, n.º 6/1996, pág. 587
1. Origins of the Gender Bias Movement. 2. Methodology of the Task Forces. 3. The Findings and Recommendations. 4. In Court Administration and the Legal Profession. 5. Impacts of the Task Force Movement.
SEX-BASED OCCUPATIONAL SEGREGATION IN U.S. STATE BUREAUCRACIES, 1987-97
KERR, BRINCK;MILLER, WILL;REID, MARGARET
PUBLIC ADMINISTRATION REVIEW, n.º 4/2002, pág. 412
I. Introduction. II. Theory and Hypotheses. III. Data, Variables, and Method. IV. Empirical Results. V. Summary and Discussion.
SEXUAL HARASSMENT IN THE FEDERAL WORKPLACE REVISITED: INFLUENCES ON SEXUAL HARASSMENT BY GENDER
JACKSON, ROBERT A. Y NEWMAN, MEREDITH A.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2004, pág. 705 a 717
1. INTRODUCTION. 2. THEORETICAL REVIEW. 3. OVERVIEW OF THE DATA, VARIABLES, AND MODELS. 4. EMPIRICAL RESULTS. 5. DISCUSSION. 6. CONCLUSION.
SAINT-GERMAIN, MICHELLE A.
PUBLIC ADMINISTRATION REVIEW, n.º 6/1995, pág. 507
1. Internationalizing Public Management. 2. Situating the Study. 3. Findings. 4. Conclusions.
SOCIAL CAPITAL THEORY AND ADMINISTRATIVE REFORM: MAINTAINING ETHICAL PROBITY IN PUBLIC SERVICE
GREGORY, ROBERT J.
PUBLIC ADMINISTRATION REVIEW, n.º 1/1999, pág. 63
1. Social capital and public sector reform. a) Social capital. b) Economistic reductionism and technocratic structuralism. c) Countervailing forces against an ethical infrastructure. 2. Rebuilding the social capital of public service. a) The wider context. b) Institutions (Re) Building. c) Using helpful metaphors. d) Discerning the differences....
1. Social capital and public sector reform. a) Social capital. b) Economistic reductionism and technocratic structuralism. c) Countervailing forces against an ethical infrastructure. 2. Rebuilding the social capital of public service. a) The wider context. b) Institutions (Re) Building. c) Using helpful metaphors. d) Discerning the differences. e) A holistic view. 3. Conclusion.
HOLLIDAY, IAN AND WONG, LINDA
PUBLIC ADMINISTRATION REVIEW, n.º 3/2003, pág. 269 a 279
1. POLICY CONTEXT 2. PUBLIC-SECTOR REFORM AND SOCIAL POLICY 3. CONTEMPORARY SOCIAL POLICY AND ADMINISTRATION 4. POLICY AND ADMINISTRATIVE DYNAMICS 5. CONCLUSION
SOME ANOMALIES IN THE DEEP HISTORY OF U.S. PUBLIC ADMINISTRATION
VAN RIPER, PAUL P.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1997, pág. 218
