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International organizations' (IOs) power in shaping global governance outcomes is not only determined by the formal delegation of tasks and issue areas but also by the necessary capabilities to fulfill these tasks. Yet, extant research on the delegation of power to IOs gives few insights into the financial and staff capabilities of IOs and focuses mainly on the formal rules that specify IOs' tasks and issue scope. To address these limitations, this paper makes three contributions. First, we propose a more encompassing concept of IO power which incorporates three principal components: tasks, issue scope, and capabilities. Second, we introduce a new concept – IO empowerment (IOE) – which encapsulates formal and informal changes in IO power over time. Third, we introduce a novel dataset on IO capabilities, which measures the formal rules governing IO staff and financial resources as well as the actual capabilities available to six well‐known IOs over 65 years. These original data show that capabilities vary not only across IOs but also over time.

This project paper aims to analyze the staff turnover of international non governmental organizations (NGO) and particularly the case of the International Rescue Committee (IRC). Non government non profit organizations are one type of the institutions that provide employment opportunities in addition to the private sectors and government institutions. The success of NGOs is determined by the availability and commitment of efficient and effective human resources. However, currently most of the NGOs are highly affected by staff turnover and therefore the quality of the service they provide to the beneficiaries is affected and the financial and non-financial cost of replacing vacant posts is significantly increased. In order to identify the causes and impact of the staff turnover in IRC, the project has used both primary and secondary data. With regard to primary data, first hand data have been collected through questionnaire filled by twelve terminated, thirty one existing non-management and seven management staffs of the organization selected based purposive sampling. Moreover data about the trend of both existing and terminated staff were collected from the organization. IRC (An American NGO) was founded at the suggestion of Albert Einstein in 1933 with the objective to assist Germans suffering under Hitler. Currently it works in twenty five countries and fifteen are found in Africa. IRC Ethiopia program has started in 2000 in response to the severe drought in Somali Region. With 209 permanent employees IRC Ethiopia participate in education and Community service, Environmental Health (Water and Sanitation), Health, and other sectors in the four refugee camps and local communities. Since from the period 2004/2005 to 2006/2007 the total number of staffs terminated from the IRC is counted to 89. However, though the organization does not keep detailed record for each resigned/terminated staffs, the total number of terminated staffs since from establishment is around 174. This indicates that the organization has lost almost 45% (174 out of 383) of its employees due to different reasons. The analysis of the three year period figures portray that most of the employees are terminated /resigned from the IRC during the first months of their employment period. Of the total terminated 89 employees, the highest share of terminated staff based on position is counted for the Officer and Assistant positions. Regarding termination based on filed office Assosa and department Education and Community service takes the lion shares.The findings of the study also revealed that the causes of staff turnover are a combination of factors. Family problems, poor leadership, dissatisfaction with the job, better opportunity in other organizations, dissatisfaction with the area, and educational opportunity are some of the causes. Based on the findings recommendations are suggested.

Description based on: Jan. 1, 1982. ; Mode of access: Internet. ; Vols. for Dec. 1947-1976 issued by: the United States, Congress, Senate, Committee on Government Operations; 1977- by: the United States, Congress, Senate, Committee on Governmental Affairs.

This study examined leadership styles and staff performance in sports organizations. Five hundred and thirty two management staff were purposively selected from five states Sports Councils. The "Management Staff Response Questionnaire" (MSRQ) was administered to measure the level of performance of staff of the councils, identify the leadership styles in operation and the extent to which leadership styles enhanced performance of the staff of the councils. The leadership styles most often used by leaders of the councils were autocratic, democratic and pseudo-democratic. The finding also revealed that, there was a high level of job performance of Sports Councils' staff of South-eastern Nigeria and that leadership styles significantly influenced the job performance of staff. The study concluded that among the several organizational factors which could enhance job performance of Sports Council workers, the style employed by the leader of the Sports Council most of the time play a significant role.

This study examined leadership styles and staff performance in sports organizations. Five hundred and thirty two management staff were purposively selected from five states Sports Councils. The "Management Staff Response Questionnaire" (MSRQ) was administered to measure the level of performance of staff of the councils, identify the leadership styles in operation and the extent to which leadership styles enhanced performance of the staff of the councils. The leadership styles most often used by leaders of the councils were autocratic, democratic and pseudo-democratic. The finding also revealed that, there was a high level of job performance of Sports Councils' staff of South-eastern Nigeria and that leadership styles significantly influenced the job performance of staff. The study concluded that among the several organizational factors which could enhance job performance of Sports Council workers, the style employed by the leader of the Sports Council most of the time play a significant role. Article visualizations:

Issued February 1977. ; Cover title. ; Bibliography: p. 295-305. ; Mode of access: Internet.

The British chiefs of staff system first came into existence eighty years ago as part of a package of reforms designed to create a higher organization for defence. It was born of political pressures and created by civilians to fulfil political needs. The deficiencies of a monolithic military structure were clearly revealed during the Boer War (1899-1902), a campaign conducted without the benefit of any forward planning or intelligence such as European general staff were equipped to provide.

This paper addresses the puzzle of why, and under what conditions, international organizations cease to exist. International relations literature offers rich explanations for the creation, design and effectiveness of international institutions and organizations, but surprisingly little effort has gone into studying the dynamics of IO termination. Yet if we want to understand why and under what conditions international organizations endure, we must also explain why they often fail to do so. The present paper formulates and tests theoretical conjectures about IO termination using a combination of statistical analysis and historical case studies. My analysis is based on an original dataset covering the period 1815-2016. I find that exogenous shocks is a leading proximate cause of IO deaths since 1815 but that international organizations that are well-established, have large memberships and technical mandates have higher survival rates. My analysis leads me to suggest a number of refinements to existing theories institutional robustness.

International Organizations, namely the UN System, are increasingly adopting the International Public Sector Accounting Standars (IPSAS). As such organizations are similar but still different from governments, there a few specific issues. The article examines the various issues and identifies the reporting for voluntary contributions to be the most critical one.

The article studies the motivational issues of managerial staff in the context of ensuring the growth of enterprises and organizations. Design/Methodology/Approach: Eurostat data have been used within the framework of the disclosure of the article. Such methods of economic analysis as generalization and comparison have been applied for processing statistical data. Findings: It has been established that in the countries of European Union, such as Great Britain, Spain, Germany, Poland and France, there is an acceptable, in particular high level of satisfaction of their own job by employed persons, including managerial employees (managers). It has been established, that timely identification and diagnosis of problematic situations that arise on the path of development and growth of enterprises and organizations substantially depends on the level of qualification and professionalism of the head, that is, the manager. Practical Implications: The results are interesting from the theoretical and practical aspects to be applied for the improvement of the motivation to employees, including managerial staff at the enterprises and organizations. Originality/Value: The insight of the article's subject matter requires an analysis of such key indicators as the occupational level, population's education index, individual level of the population's digital skills, the proportion of people who speak a foreign language, the proportion of people employed and at the same time are satisfied with their job. ; peer-reviewed

Public international law, through its rules regulating the dealings between independent nations, purports to impose limits on the actions of all governments, including those of the United States. In this context American lawyers interested in foreign relations may reasonably wonder whether American courts would enforce rules of public international law purporting to bind the United States against the United States government, particularly the executive branch. A fair number of Supreme Court cases have dealt with the enforce ability of treaties in American courts.' Treaties, however, are only one source of international law. The other important source, customary international law, is neither expressly mentioned in the Constitution nor much discussed in Supreme Court cases. Customary international law also differs in important respects from treaties. Treaties are by necessity purely consensual arrangements between the parties. Rules of customary law, as the definition implies, are matters of general practice that can come into existence if a practice can fairly be labelled "general." Thus, a state that did not actively participate in the practice that culminated in the creation of a rule could find itself bound by the rule anyway, at least if that state did not actively dissent during the period of the rule's gestation. Recently, the question whether the federal courts have the authority to compel the President to adhere to rules of customary international law has drawn comment from writers interested in the subject. Some have taken the position that the courts in fact possess such authority, at least when Congress has not by statute established for the United States a rule different from that which international law would apply to the issue in question.' According to these writers, one withstanding to complain of a contemplated presidential action that would violate customary international law should be able to obtain from a federal court an injunction forbidding the action. For example, some have suggested that ...

The subject of this article is to explore what are the possibilities and limitations of the use of a computerized system of executive dashboards to evaluate the providing military service organizations economic performance. This research is classified as qualitative, non-experimental, exploratory, bibliographic, documentary and case study. The main findings are associated with the fact that the use panel indicators allowed for more accurate monitoring, and in the shortest time, the performance of these organizations; viewing the most current and critical of their economic situation, allowing the identification and timely recommendations corrections; integration of information in a data platform safer; creating historical series for the preparation of studies and works with applications in Brazilian Navy and academia, and finally, facilitating the reading of the indicators for the use of new graphics and images in metrics representation.

At head of title: 94th Congress, 2d session. Committee print. ; Includes bibliographical references. ; Mode of access: Internet.

This research aims to investigate the relationship between transformative leadership and individual creativity of staff in governmental organizations of Kerman city. This research is descriptive and correlational. To collect data, two questionnaires including Albrecht organizational intelligence questionnaire with 49 questions and Randsepp creativity questionnaire with 50 questions. The collected data was analyzed using spss software in two parts of descriptive statistics including central indicators and inferential dispersion and statistics in the form of Kendall and Spearman correlation coefficient on a population including 2286 people and a sample with 330 people. The results of the research show that there is a direct and significant relationship between transformative leadership and its components for individual creativity. According to the results it can be deduced that the transformational leaders encourage the staff to behave beyond their task (individual creativity). The greater the desire for change of managers, the higher their individual creativity and the higher the spirit of managers their individual creativity will be increased. DOI:10.5901/mjss.2016.v7n4S1p234

We review the literature on the political economy of international organizations (IOs). Considering IOs as products of the preferences of various actors rather than monolithic entities we focus on national politicians, international bureaucrats, interest groups, and voters. By looking into the details of decision-making in IOs the literature shows that a focus on states as the prime actors in IOs overlooks important facets of the empirical reality. Mainly focusing on empirical research, we structure the paper according to the four main actors involved and examine how they influence, use, and shape IOs. We find that IO behavior often reflects the interests of politicians, bureaucrats, and interest groups, while the impact of voters is limited. The final section discusses proposals for reforms addressing this weak representation of voter preferences.