Suchergebnisse

Intro -- QUASI GOVERNMENT ORGANIZATIONS -- QUASI GOVERNMENT ORGANIZATIONS -- CONTENTS -- PREFACE -- Chapter 1 THE QUASI GOVERNMENT: HYBRID ORGANIZATIONS WITH BOTH GOVERNMENT AND PRIVATE SECTOR LEGAL CHARACTERISTICS∗ -- ABSTRACT -- CONTEXT -- IN SEARCH OF A DEFINITION -- SPECTRUM OR CATEGORIES -- FEDERAL ORGANIZATION AND MANAGEMENT: THE TRADITIONAL VIEW UNDER QUESTION -- QUASI GOVERNMENTAL ORGANIZATIONS -- Quasi Official Agencies -- Government-Sponsored Enterprises -- Federally Funded Research and Development Centers (FFRDCs) -- Agency-Related Nonprofit Organizations -- Venture Capital Funds -- Congressionally Chartered Nonprofit Organizations -- Instrumentalities of Indeterminate Character -- CONCLUSION: PARADIGMS IN CONFLICT -- REFERENCES -- Chapter 2 GOVERNMENT-SPONSORED ENTERPRISES (GSES): AN INSTITUTIONAL OVERVIEW∗ -- ABSTRACT -- WHAT IS A GOVERNMENT-SPONSORED ENTERPRISE? -- WHY DID CONGRESS CREATE GSES? -- HOW MANY GSES EXIST? -- WHAT ARE THE DIFFERENCES BETWEEN GSES AND AGENCIES? -- WHAT ARE THE CONCERNS ABOUT GSES? -- ISSUES FOR CONGRESS -- REFERENCES -- INDEX -- Blank Page.

"Change (Transformation) in Government Organizations" discusses recent efforts to bring about change in government organizations. The book brings together contributions by a number of managers, practitioners, academics and consultants in the study of international, federal, state, and local government efforts to respond to increased calls for change (transformation) in public sector organizations. Each contributor describes their work in this area using as a backdrop the fact that public sector organizations continue to be under new and substantial pressures to change and transform themselves. Hence a collection of current contributions such as those in this book are intended to add to the ongoing debates and rewriting of the success and failures of change in public sector organizations. The ultimate purpose of this book is to further our knowledge about the related issues and current efforts to bring about change or transformation in public sector organizations. The contributors, all experts with extensive experience as change agents in both public and private sector organizations not only support their analyses and discussions of specific cases and change (transformation) management issues but also provide practical tools, ideas and lessons learned, intended to be generalizable to other public sector agencies and helpful to those responsible for developing, implementing and evaluating similar efforts in the years to come. The audience for the book will be government managers, scholars and others interested in undertaking or learning about such efforts.

I outline how youth involvement in local government through formally established organizations has the ability to improve the communities which incorporate these organizations. This study draws on documents read, videos watched, meetings attended, and surveys and interviews conducted via email, phone-call, and in person in order to determine what YGOs are, who they affect, and why and where they exist. This study advances the understanding of YGOs through creating a new foundation for future research. Short-term studies of how youth are affected while they serve these organizations and long-term studies taking place over 25 years, looking at the effects of engagement and participation in government for participants, are two possible exemplary studies. Findings from the research exhibit how broad levels of involvement of YGO members can affect the youth members, local government and community. I have concluded that YGOs can accomplish their missions as they exist now, and that more research needs to be completed to maximize their effectiveness and efficiency. The most frequent comment from youth members of YGOs on the experience of participation was the ability to establish valuable person to person connections within their community. They also enjoyed increased prestige among their peers.

Human resource development has a strategic role to play in government. The contextual and historical conditions affecting government systems give the HRD function in government a difficult and complex role to play. HRD has to provide for the development of administrators and personnel who in turn have to look after key developmental activities in the country. Hitherto, HRD in government has been confirmed to limited training activities, job rotation, selection, manpower forecasting, and maintaining of a personnel data bank. A new approach towards developing an integrated HRD system in government administration is called for. The main components of such a system are suggested to be activity, task or role analysis, identification of critical job attributes, performance appraisal, potential development, training, and organization development.