Suchergebnisse

"Networks and Public Administration" published on by Oxford University Press.

Local public institutions are immersed in a competitive environment; they test their internal and external environments. They must also constitute an institutional platform to implement public policies in response to the general interests of societies. This study was carried out to demonstrate intervention and research challenges in public administrations to document strategies, solve structural, functional, systemic problems, and strengthen their capacities through decisions that provide certainty to their collaborators. A combination approach of qualitative and quantitative interpretative analysis was used, applying diachronic, systematic, synchronous, structural methods to understand the role of the thinking of its protagonists. For this, social knowledge is deployed in the research archetype in public spheres. Their results showed that the intentions of professionalization were considered by governments as intricate long-term efforts, without benefits, entailing concrete short-term costs with long-term benefits. From the above, managers observed a reduction of flexibility to manage personnel under the principles of autonomy in this edge. On the other hand, second-line administrators expressed uncertainty about their permanence in the organizations. The professional profile does not guarantee a work stay; this scenario weakened the principles of consolidating institutional development. At the country level, 55 percent of local institutions do not have internal regulations. It means that managing knowledge tends to develop an organization in generating competitive attributes; it leads to building an organizational culture. ; Las instituciones públicas locales están inmersas en un ambiente competitivo, ponen a prueba su capacidad en el contexto interno y entorno externo. También deben constituir una plataforma institucional, para implementar políticas públicas en respuesta a intereses generales de las sociedades. El presente estudio se concretó con el objetivo de demostrar desafíos de intervención e investigación en las administraciones públicas para documentar estrategias, en resolver problemas estructurales, funcionales, sistémicos, en fortalecer sus capacidades a través de decisiones brinden certidumbre a sus colaboradores. Se utilizó se utilizó un enfoque de combinación del análisis cualitativo y cuantitativo interpretativo, aplicando métodos diacrónico, sistemático, sincrónico, estructural para entender el papel del pensamiento de sus protagonistas. Para ello, el conocimiento social se despliega en el arquetipo de investigación en las esferas públicas. Sus resultados demostraron que las intenciones de profesionalización fueron consideradas por los gobiernos como esfuerzos intrincados de largo aliento, sin beneficios, entrañan costos concretos de corto plazo con beneficios a largo plazo. De lo anterior, los directivos observaron en esta arista, una reducción de flexibilidad para dirigir personal bajo principios de autonomía. Por otra parte, los administradores de segunda línea expresaron incertidumbre en su permanencia en las organizaciones. El perfil profesional no garantiza una estancia laboral, este escenario debilitó los principios de consolidar un desarrollo institucional. A nivel país, el 55 por ciento de las instituciones locales no cuenta con un reglamento interno. Significa que, gestionar el conocimiento es tendencia al desarrollo de cualquier organización en generar atributos competitivos, conlleva a edificar una cultura organizacional.

Public Administration and Law has been edited for use as a supplement for an undergraduate or MPA level course on administrative law. The selections, all from the pages of Public Administration Review, have been chosen to enlighten and enliven the contents of any standard administrative law textbook. Each of the book's main sections begins with introductory text and discussion questions by the volume editors, Julia Beckett and Heidi Koenig, followed by relevant readings from PAR. The book's contents follow the standard pattern established by the field's major textbooks to facilitate the instru

This article is a response to three articles that examine the promise of pragmatism for educational administration. The first, by Professors Zanetti and Carr, rejects pragmatism outright yet only refers to pragmatism obliquely if at all. This article does not seem sufficiently knowledgeable to provide any analysis, pro or con. The remaining articles evaluate the promise of pragmatism positively and seem well warranted in their appraisal. The article by Professor Snider does a good job of setting the historical context of pragmatism and explaining why it never caught on in public administration, and the article by Professor Evans also provides critical and creative appraisal. This article is an attempt to play the three articles off of each other in ways that allow them to illuminate one another.

This article examines the application of organizational reputation to public administration. Organizational reputation is defined as a set of beliefs about an organization's capacities, intentions, history, and mission that are embedded in a network of multiple audiences. The authors assert that the way in which organizational reputations are formed and subsequently cultivated is fundamental to understanding the role of public administration in a democracy. A review of the basic assumptions and empirical work on organizational reputation in the public sector identifies a series of stylized facts that extends our understanding of the functioning of public agencies. In particular, the authors examine the relationship between organizational reputation and bureaucratic autonomy.