1. Introduction: "Lewis vs. Howard" and the agency relationship. 2. Inquiry reports and ministers" responsibility following four prison security failures, 1983-95: The maze, Brixton, Whitemoor and Parkhurst. a) The maze 1983. b) Brixton 1991. c) Whitemoor 1994. d) Parkhurst 1995. 3. A very public execution. 4. From constitutional...

1. Introduction: "Lewis vs. Howard" and the agency relationship. 2. Inquiry reports and ministers" responsibility following four prison security failures, 1983-95: The maze, Brixton, Whitemoor and Parkhurst. a) The maze 1983. b) Brixton 1991. c) Whitemoor 1994. d) Parkhurst 1995. 3. A very public execution. 4. From constitutional conundrum to more open accountability?. 5. Conclusion: Direct official accountability. 6. References.

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1. Introduction: the steering process in central government. 2. The government's relationship with british leyland. 3. Government-industry relations. 4. Privatization enters the agenda. 5. The jaguar flotation. 6. Privatization hits turbulence. 7. The 1987 corporate plan. 8. The british aerospace negotiations. 9. A rational industrial...

1. Introduction: the steering process in central government. 2. The government's relationship with british leyland. 3. Government-industry relations. 4. Privatization enters the agenda. 5. The jaguar flotation. 6. Privatization hits turbulence. 7. The 1987 corporate plan. 8. The british aerospace negotiations. 9. A rational industrial strategy?.

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This article reviews "corporatization" and "marketization", shorthands for privatization, in the Chinese economy. In particular it concentrates upon the most recent round of state-owned enterprise reforms, the Modern Enterprise System and Group Company System, aimed at transforming Chinas largest state-owned enterprises...

This article reviews "corporatization" and "marketization", shorthands for privatization, in the Chinese economy. In particular it concentrates upon the most recent round of state-owned enterprise reforms, the Modern Enterprise System and Group Company System, aimed at transforming Chinas largest state-owned enterprises into internationally competitive corporations. This represents a partial privatization, given that the state will retain majority ownership, while acquiring domestic and foreign capital via sharelistings and foreign and domestic joint ventures. Drawing upon interview material from a five-year study of state-owned enterprises, the authors wil indicate that such part privatization has been pragmatic and relatively slow. It has been constrained and circumscribed by broader economic and social reform programmes and accompanied by political decentralization and reforms. Ultimately, the reform and pace of reform is shaped by the desire to aviod political and social unrest which could, potentially, threaten the harmony of the Chinese central state apparatus.

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1. Introduction. 2. The context for communityinvolvement I: power structures. 3. The context forcommunity involvement II: participation. 4. The context forcommunity involvement III: partnership. 5. A framework forevaluation. 6. Operationalizing community involvement:power. 7. Operationalizing community involvement:participation. 8. Operationalizing...

1. Introduction. 2. The context for communityinvolvement I: power structures. 3. The context forcommunity involvement II: participation. 4. The context forcommunity involvement III: partnership. 5. A framework forevaluation. 6. Operationalizing community involvement:power. 7. Operationalizing community involvement:participation. 8. Operationalizing community involvement:the "values" of partnership. 9. The wheel of involvement inaction. 10. A useful tool?. 11. Conclusion.

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1.INTRODUCTION. II.PUBLIC ADMINISTRATION AS A FIELD OF STUDY. III PUBLIC ADMINISTRATION PROGRAMMES IN EUROPE: DIFFERENT ORIGINS AND TRADITIONS.IV THE NEED FOR EUROPEANIZATION: DRIVING THE PROCESS OF CHANGE IN PUBLIC ADMINISTRATION EDUCATION. V. ASSESSING THE DEGREE OF EUROPEANIZATION IN PUBLIC ADMINISTRATION PROGRAMMES AND SPECIALIZATIONS:...

1.INTRODUCTION. II.PUBLIC ADMINISTRATION AS A FIELD OF STUDY. III PUBLIC ADMINISTRATION PROGRAMMES IN EUROPE: DIFFERENT ORIGINS AND TRADITIONS.IV THE NEED FOR EUROPEANIZATION: DRIVING THE PROCESS OF CHANGE IN PUBLIC ADMINISTRATION EDUCATION. V. ASSESSING THE DEGREE OF EUROPEANIZATION IN PUBLIC ADMINISTRATION PROGRAMMES AND SPECIALIZATIONS: IS THE DISCIPLINE LAGGING BEHIND?. VI ADDITIONAL CHALLENGES FOR PUBLIC ADMINISTRATION PROGRAMMES: IMPROVING RELATIONS WITH THE PROFESSION. VII.THE WAY FORWARD?. VIII.ACKNOWLEDGEMENT.

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1. Some definitional issues. 2. Public law and the origins of public administration in the USA. 3. Britain: the late development of administrative law. 4. The Divergence of public law and public administration. 5. The two disciplines in the uk: a grand canyon. 6. Some pressures for change. 7. Growth of a public law literature. 8. Judicial...

1. Some definitional issues. 2. Public law and the origins of public administration in the USA. 3. Britain: the late development of administrative law. 4. The Divergence of public law and public administration. 5. The two disciplines in the uk: a grand canyon. 6. Some pressures for change. 7. Growth of a public law literature. 8. Judicial review and redress of grievances.

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1. Introduction. 2. The organizational perspective. a) Public organizational environments. b) Logic of production. c) Public organizations and networks. d) The methodological approach. 3. Multidimensional goals. a) User-oriented output. b) General outcomes. c) Types of general outcome and the interplay with user-oriented outputs. d) Public...

1. Introduction. 2. The organizational perspective. a) Public organizational environments. b) Logic of production. c) Public organizations and networks. d) The methodological approach. 3. Multidimensional goals. a) User-oriented output. b) General outcomes. c) Types of general outcome and the interplay with user-oriented outputs. d) Public sector values. c) Concluding remarks on multidimensional goals. 4. Configurations of networks.

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1. Introduction. 2. Political representation: Beyond the numbers game. 3. Women's representation on quangos. a) A hidden problem. b) Women and quango membership. 4) Women's representation in local government. a) Women's initiatives and gender visibility in local government. b) The effects of women's initiatives in local...

1. Introduction. 2. Political representation: Beyond the numbers game. 3. Women's representation on quangos. a) A hidden problem. b) Women and quango membership. 4) Women's representation in local government. a) Women's initiatives and gender visibility in local government. b) The effects of women's initiatives in local government. 5. Women and quangos. 6. Lessons for local government and quangos. 7. Conclusion.

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1. Introduction. 2. An institutionalist approach to the study of new public management. a) Research design and methods. 3. The directly managed hospital archetype. a) Changes within the DM hospital archetype. b) The antecedents of QMT. 4. Tracks of change within hospitals. a) Tracks of QMT at Central Hospital. b) The track of QMT at Western...

1. Introduction. 2. An institutionalist approach to the study of new public management. a) Research design and methods. 3. The directly managed hospital archetype. a) Changes within the DM hospital archetype. b) The antecedents of QMT. 4. Tracks of change within hospitals. a) Tracks of QMT at Central Hospital. b) The track of QMT at Western Hospital. 5. The trust hospital archetype. 6. Discussion: Processes of QMT. 7. Conclusions. 8. References.

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