Search results

" While the evidence seems to indicate that simulations are effective pedagogical tools, utilizing a simulation in the classroom can be a time consuming and sometimes a frustrating experience for the simulation administrator. Operational problems range from teams failing to turn in decisions on time to errors in the decision input or even computer breakdowns. A significant amount of administrative time is required to process each decision from collection to return following the simulation run. When problems arise, time requirements can escalate exponentially. Of course, Murphy's Law is always at work when it is least needed: If something can go wrong it will. When a simulation is used as an extension of the traditional course requirements, the additional time required usually comes out of the administrator~ hide. Thus, given the effort required to successfully run a simulation, it should come as no surprise that many of our colleagues have not flocked to the Promised Land of computer simulation. It is not unusual for first time simulation users to terminate their simulation activities at the end of one term. Even some of our seasoned colleagues tire of the effort required and revert back to traditional techniques. How can we reduce the time required to run a simulation while at the same time retaining educational benefits? An examination of the duties of the game administrator offers some interesting opportunities for reducing the administrative effort required while at the same time increasing the quality of the administration activity. Simulation administration duties can be broken down into creative tasks and mechanical tasks. The creative tasks involve environment enrichment and the introduction of techniques designed to help the competing team members better understand the simulated business environment. Environment enrichment activities include strikes, legislative activity, foreign competition, and other "real world" situations which are not part of the routine simulation run. These activities may be built into the simulation as an option or they may be incorporated external to the computer program by the administrator. For example, teams may be permitted to purchase the services of a professional lobbyist to influence a congressional decision concerning a tax on some aspect of business operations. The tax option is built into the simulation; however, the congressional activities and the lobbyist are external to the simulation. The administrator may often find it interesting and educationally advantageous to introduce certain analytical techniques which the teams can use to better understand the competitive environment in which they operate. Creative tasks are generally interesting to both the administrator and the team members. "

"This Circular rescinds and supersedes Office of Management and Budget Circular A-96 dated August 29, 1969." ; Photocopy. ; "October 19, 1971." ; Caption title. ; Mode of access: Internet.

Examines how governments in LDCs are expanding the types of revenues suggested by international organisations for financing the decentralisation of urban services and infrastructure. Assesses municipal governments' most critical financial management problems and outlines implications for improving local administrative capacity. (SJK)

Strengthening local administrative fiscal policy for financing a decentralized system of urban services in Third World countries is discussed. The problem is sketched historically, showing that rapid urbanization in recent years, coupled with heavy indebtedness incurred during the 1970s, has overburdened existing weak infrastructures & the municipal government's ability to levy taxes & borrow, thus hampering sustained economic growth. World Bank experiments -- eg, self-financing & cost recovery, intergovernmental transfers, expansion of both municipal general revenues & borrowing capacity, & cofinancing & coproduction -- have concentrated less on tackling responsibilities & management of new problems than alternative revenue enhancements. They have helped to resolve lack of operating income to a certain degree, but have ignored the inefficient management in municipal governments, technical problems inherent in certain revenue enhancements, & inadequate staffing. Once central restrictions on municipal authority to raise local revenues are lifted & the local administration is functional & effective, fiscal decentralization will be possible. 44 References. J. Sadler

The urgent need to achieve the Paris Agreement has compelled countries to set mitigation targets to curtail carbon emissions. Notwithstanding, stakeholders' effort to implement emission‐reduction policies is often constrained by institutional challenges. This study provides new evidence about the dynamic relationship between institutional quality and carbon emissions in 63 industrialised economies. Using a reduced‐form energy emission model and the system GMM technique, we exploit four institutional quality measures—favouritism, administrative requirement, licencing restriction and regulatory quality—and analyse their impact on carbon emissions. The results show that institutions play a fundamental role in mitigating carbon emissions. However, the abatement effect depends on the regulatory quality, the extent of favouritism, licencing restrictions and administrative requirements. Our findings reveal that stringent regulations such as licencing restrictions reduce carbon emissions in the short and long run. Administrative requirement such as emission reporting inhibits carbon emission in the short and long run, whereas favouritism worsens it. The results are robust to alternative model specifications. The findings from this study highlight the need for policymakers to pay close attention to favouritism, as it tends to reduce the effectiveness of emission policy regulations. Additionally, we argue for the need for stringent administrative requirements given its critical role in internalising carbon emission intensity in industrialised economies.

Administrative law permeates all areas of law, and this series focuses on its role both regionally and globally. This volume addresses one of the most traditional sets of procedures, namely the exercise of public powers affecting property rights. It provides a synchronic comparison of legal systems across the EU, US, and regimes beyond the State.

Institution-building as Europeanization, administrative capacity requirement ("the bureaucracy criterion"), and evidence of reform.