Suchergebnisse

Fünf Beiträge befassen sich mit den zu erwartenden Staatseinnahmen Tansanias aus Steuern, Zöllen und Abgaben für 1996/97 und den absehbaren Wechselwirkungen mit der wirtschaftlichen Entwicklung des Landes. Zunächst wird ein Konzept tansanischer Unternehmer vorgestellt, das der Regierung zur Belebung der Wirtschaft und zur Verbesserung der Lage des Staatshaushalts schon für 1996/97 eine neue Steuerpolitik empfiehlt. Der zweite Beitrag behandelt den Regierungsentwurf der Einnahmeseite des Haushalts 1996/97. Der dritte Aufsatz setzt sich mit Zielen und Implikationen des Haushaltsentwurfs der Regierung aus volkswirtschaftlich-wissenschaftlicher Sicht auseinander. Ein weiterer Beitrag untersucht die Probleme Tansanias bei Steuererhebung und Steueraufkommen generell und vergleicht die problematische Situation Tansanias in dieser Hinsicht mit anderen Staaten Ost- und Südafrikas. Der letzte Artikel erläutert die Vorgeschichte des tansanischen Unternehmerkonzepts zur Steuerpolitik der Regierung und stellt eine Reihe von geänderten oder neuen offiziellen Steuer- und Abgabeverordnungen im einzelnen vor. (DÜI-Ply)

Public administration theory and practice suggest that e-government, citizen participation, and government–citizen collaboration are contributing to a movement toward New Public Service—as opposed to Old Public Administration and New Public Management. We explore this by focusing on the relationship between the Washington, D.C., police and local residents via online discussion groups. We ask, How do police interact with citizens virtually? How are these interactions structured? and Are they informational, transactional, or collaborative? Using descriptive data and thread analysis, and drawing distinctions between districts, we conclude that the bulk of activity is informational, a fair amount of activity is transactional, and less activity is collaborative. Thus, the relationship most closely approximates Old Public Administration, rather than New Public Management or New Public Service. The evidence offers some cause for hope for the future of police–community relations in virtual space and ideas for future research.

Shipping list no.: 97-0244-P. ; Cover title. ; Includes bibliographical references. ; Mode of access: Internet.

p. 2 ; column 2 ; 16 ¾ col. in. ; The government is now making efforts to curtail and break the power of the Mormon leaders in the courts, land ownership, and other arenas.

[p. 2] ; column 8 ; 2 ½ col. in. ; A bill is to be introduced when Congress meets next to change the government of Utah; the president of the United States will name seven commissioners over the state of Utah who are "sound on the polygamy question."

This paper represents a model attempt to shed light on institutional relations between two levels of power in the Republic of Kosovo. The wide range of legal acts concerned with the regulation of the reports between Central and Legal Government in Kosovo, comprise a legal system containing complex set of rules which define the share of power, competences and the authority of these two levels. As such, this paper is an attempt to investigate and analyze the complex set of legal and institutional mechanisms referring to relations between these two levels of power.
The paper follows a set of approaches and methods such as comparative and analytical method, descriptive, empirical and historical method in order to cover as much aspects and elements of the relations between two levels of power in Kosovo.
Key words: Authorizations, Central Govenrment, Consitution, Competences, Decentralization, Local Government, Local governance, Power.

For many years, advocates of a Scottish Parliament hoped that its eventual arrival would mark a new phase in local government: an increase in local autonomy and a redressing of the creeping centralization of the Conservative years. This article addresses the question: to what extent, if any, has there been a shift in the balance of power between centre and local government since the advent of a Scottish Parliament in 1999? It examines the pre- and post-1999 periods in this area of Scottish governance, focusing particularly on the legal/constitutional, financial and policy parameters set by the centre. It argues that continuity has been more important than change, and that reasons for the continued domination of the centre lie particularly with (a) the pervasive influence of the UK Union (b) a relative continuity in political actors and (c) the ongoing self-interest of the 'centre'.

Much maligned in the past as wasteful and self-serving, government public relations provides several distinct services that can be used to advance the substantive mission of an agency in ways that save money, time, and effort. In the same manner as budgeting, HR, strategic planning, and performance assessment, public relations must be included in the contemporary public administrator's toolbox. Using unorthodox yet cost effective measures, public relations can increase the utilization of governmental goods and services, promote voluntary compliance with new laws, improve media relations, and s.

Aughie and Nis discuss the Gillette Amendment, 5 United States Code Section 3107, and the use of public relations specialists by the United States Government. The discussion ranges from messy public relations around COVID messaging to the titles given government information employees to the use of propaganda by federal agencies. ; https://scholarscompass.vcu.edu/civil_discourse/1097/thumbnail.jpg

The range of pressures which has impacted on local
government in the 1980s has forced the emergence
of dynamic and sophisticated forms of industrial
relations at the workplace level. It is clear, however,
that with conceptual tools forged to analyse
developments in the private manufacturing sector,
very few attempts have been made by academics,
policy‐makers or commentators to discuss the
structures and processes which have emerged.
The character of the changes at authority level are
considered using material from a survey of
personnel officers in over a third of authorities in
England and Wales and within the context of
prevailing analytical and theoretical frameworks. It
is argued that the distinctive development of the
personnel function in local government has resulted
in a managerial process which conforms to key
features of the human resource management
(HRM) model, in particular the devolution of
personnel responsibilities to line managers and the
integration of personnel concerns at the strategic
level. However, other features of this model are
less in evidence. The search for employee
commitment and flexibility remains patchy and
often appears as a practical response to labour
market and competitive pressures. Furthermore,
collectivist features of employee relations remain
well entrenched with the continued encouragement
of both union membership and involvement. This
is not to deny change beyond the HRM model.
Thus, it is clear that established joint machinery
is becoming increasingly unable to deal with
ongoing issues while the trade unions are gradually
being forced into a consultative rather than a
bargaining role.

AbstractThis article reports on a two‐phase study of government relations (GR) units in large corporations. Data were collected on the backgrounds of GR unit managers, the assessments of these managers of the impact and influence of the unit, the roles assigned to the GR unit, and the impediments facing GR unit managers. It was found that the GR unit plays only a minor and increasingly less important role in the government relation activities of large firms in Canada. It was also found that the roles of the unit are much more diverse than has been observed previously and the GR unit staff often work with others, both inside and outside the firm, in a team approach. It was concluded that the key challenge for the GR executive is to define and publicize clearly inside the firm the unit's exact role and the expertise that the unit offers.RésuméCet article porte sur une étude en deux phases faite sur les départements de relations gouvernementales (RG) dans les grandes compagnies. Des données furent recueillies sur les antécédents des directeurs des départements RG, les évaluations de ces directeurs sur l'impact et l'influence du département, les rôles attribués au département RG et les obstacles aurquels font face les directeurs de ces départements. Nous avons découvert que le département RG ne joue qu'un rôle minimal et de moins en moins important dans les activités du relations gouvernementales des grandes firmes canadiennes. Nous avons aussi observé que les rôles du département sont beaucoup plus diversifiés que nous le pensions et que les employés du département RG souvent travaillent en équipes avec d'autres employés tant à l'intérieur qu'à l'extérieur de la firme. Nous avons conclu que le défi majeur pour le cadre d'un département RG est de clarifier et de publiciser davantage à l'intérnele rôle précis et l'expertise que le département a à offrir.