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Since the beginning of the 1980s the role of government has been discussed in the Netherlands and several other Western countries. In the Netherlands this discussion has led to severe changes in the structures and activities of several governmental organizations, particularly since 1985. Deregulation has been introduced, which has meant that, generally speaking, certain laws and rules have become less detailed or totally abolished. Moreover, there has been a tendency to introduce new organizational structures in governmental organizations. These new organizational structures could mean that certain tasks are relinquished, or that the way of organizing activities is changed. A general characteristic of these changes in organizational structures, which can take different forms and/or differ in specific details, is that governmental organizations are now governed in a less centralized way. The general concept of autonomization will be used in this paper to denote the different forms of decentralization. In general, autonomization of public organizations means that the political top management's direct control of certain tasks or activities will be diminished. External autonomization implies that, legally speaking, an independent organization comes into existence; and the politicians' responsibilities for the organization are diminished. In the case of internal autonomization the organization remains part of its parent organization, although it gains more freedom to conduct its own business. The political top management retains formal responsibility for the activities of the internally autonomized organization. Internal autonomization includes various forms of what is traditionally termed decentralization or divisionalization. Forms of external autonomization include, for example, privatization, contractorization (contracting-out) and the founding of a public corporation. So, autonomization comprises diverging forms of decentralization and internal and external contracting, of which privatization may be seen as the most extreme opposite of centralized governance. Generally speaking, a stronger form of autonomization means that the organization is subject to more direct influences of the market and/or is governed in a more "businesslike" way; i.e. in such a way that the principles and techniques of business administration play a more important role. This may also make the relationship with (what used to be) the parent organization more businesslike, inducing clearer agreements about prices, quantities and quality of goods and services. The introduction of these new organizational structures/forms can be considered an endeavour to maintain management control over governmental organizations. Management control is the whole range of means and activities through which political and civic managers try to ensure that an organization successfully adapts to changes in its environment, so that its continuity is safeguarded. This research project focuses on two elements, in particular, that may play an important role in management control (and that also might influence each other); i.e. changes in organizational structure (that is to say: the different forms of autonomization) and changes in the financial and economic management of the autonomized organization. Autonomization could be regarded as a change in governance structures or, more broadly, as a change in institutional structures or institutions. Generally speaking, neo-institutional economic theories see a striving for efficiency - or in stronger terms: the necessity for organizations to be efficient in order to survive - as the main reason for changes in organizational structure. The three following research questions were formulated: 1. is it possible to construct a theoretical concept, based on neo-institutional economics, to explain the management control and more specifically the autonomization of (parts of) governmental organizations?; 2. in the Dutch context what elements play a role in the choice of a particular form of management control and autonomization of governmental organizations?; 3. what changes occur in financial and economic management practices when governmental organizations are autonomized? These questions could be studied from, for example, the perspective of political science, sociology, or economics, or a combination of all these perspectives. Although non-economic aspects might also play an important role, the research problem is studied mainly from an economic point of view in this book. The main aim of this study is to gain an insight into the internal organizational processes and the effects of the autonomization of governmental organizations. The problem to be addressed is very complicated because the factors that may play a role are not at all clear. The phenomenon researched and its context cannot be separated clearly, causes and consequences cannot be separated easily, etc. Hence, the form of research that was chosen was case research. Case research was conducted for this study in six (parts of) governmental organizations which were autonomized to different degrees. In one case, autonomization had not been realized at the time of the research, because of serious delays. However, the information about the process of preparing for autonomization was sufficiently extensive and interesting in this case to justify its inclusion.

The framework of public administration in many developing countries was, to a large extent, set by the colonial powers: direct or indirect rule, centralization of administrative power benefiting only a small elite, & the abuse of power at the lower levels of government affect the administrative apparatus to this day. Other problems are the psychological insecurity of many administrators, the intertwining of politics & administration, the inability of the administrators to cope with problems of economic planning & performance, & the general shortage of skilled personnel, especially in the field of management. The science of public administration presents various approaches to the study of administration in developing countries, including: (1)`ideographic' analysis (largely descriptive, & directed at the solution of practical problems), & (2) typologies & classifications (`crude' models or sophisticated ideal types, like M. Weber's 'bureaucracy'). F. W. Riggs's bipolar ideal type of 'agraria' & 'industria' deserve particular attention; when used in the context of an ecological approach (eg, Riggs, F. W., Administration in Developing Countries-The Theory of Prismatic Society, Boston: Little, Brown, 1964) it forms a very useful approach to the study of public administration in developing countries. Ideographic analysis suffers from a lack of scientific rigor, but its attention to history & culture & its practical orientation constitute definite advantages. Yet, there are considerable problems in justifying `comparative ideographic' development assistance in the field of public administration. Weber's ideal type offers another useful starting point for the study of development administration, but only if one uses the bureaucratic ideal type in a more inductive way than Weber did, & if one takes great care to avoid simplistic notions about a `modern' bureaucracy. Riggs's ecological approach & Weber's ideal type of `the bureaucracy' as reformulated by F. Heady (Public Administration: A Comparative Perspective, Englewood Cliffs: Prentice Hall, 1966), seem to be the most solid bases for a further development of the study of development administration. Modified HA.

This paper analyzes the way the Flemish administration dealt with the competence transfer in the field of agriculture it experienced in 2001-2002. The main research question goes as follows: "Which factors have an impact on a successful competence transfer in the context of a state reform." This research shows that the decision-making process has a negative impact on that success because of the difficulties the administration experiences with the translation of the vague political compromises in the law. On the other hand, there is evidence that the change management willingness & capacity of the 'receiving' Flemish & 'losing' federal administration have a positive influence on that success. Adapted from the source document.

5.3 Corporate-style management5.4 Success on targeted preventative output; 5.5 Improved outcome; 6. Continental case: Amsterdam; 6.1 Specialised policy; 6.2 Intense and exclusive structures; 6.3 Games of management; 6.4 High risk targeted output; 6.5 Varying outcomes; 7. Comparative analysis of empirical findings; 7.1 Variation in governance arrangements; 7.2 Variation in the quality of outputs and outcomes; 7.3 Testing three hypotheses; 8. Conclusion and discussion; 8.1 Answer to the central question; 8.2 Theoretical implications; 8.3 Practical implications.

Political Science - Dit essay dient als achtergrond en voeding voor de projecten 'Lessen van evaluaties' en 'Toekomst van toezicht' van de WRR. Onderzocht worden de opkomst en evolutie van eigentijdse vormen van sturen en organiseren in publieke domeinen - in dit geval (nieuw) publiek management (NPM) en (keten)governance - en de effecten daarvan op toezicht en evaluatie in en rond diezelfde domeinen. De serie WRR-webpublicaties omvat studies die in het kader van de werkzaamheden van de WRR tot stand zijn gekomen. De verantwoordelijkheid voor de inhoud en de ingenomen standpunten berust bij de auteurs.

In this paper we study both long term and short term individual effects of political participation at the local level. Participatory theorists argue that political participation could lead to individual emancipation in terms of a rise of political knowledge and, in the long term, political trust. Indeed, in the short term the increased political knowledge associated with participation might enable citizens to better define their self-interest, which may be inconsistent with actual policies pursued by the local authorities and thus might be conductive to distrust. In the empirical part we will test these assertions using two-wave panel data for a random sample of 457 individuals in the district of Deurne (Antwerp -- Belgium). Our results suggest that in the short term participation leads to more local political knowledge and distrust in the local administration. However, we do not find a significant increase in political trust in the long term. Adapted from the source document.

Political Science - De aansluiting in de maatschappelijke dienstverlening (welzijn, volkshuisvesting, zorg, arbeidsvoorziening en onderwijs) tussen professionals, instellingen, cliënten en overheid functioneert niet goed. De dienstverlening komt daardoor in de knel. De beknelling wordt versterkt doordat de huidige politieke en wetenschappelijke debat over de maatschappelijke dienstverlening wordt gedomineerd door vragen die als 'dichotomieën' zijn geformuleerd. Moeten de sectoren worden gerekend tot de staat of tot de markt? Ligt de verantwoordelijkheid voor de dienstverlening in de instellingen bij het management of bij de professionals? En moet in de vragen van de cliënten worden voorzien door vraagsturing of juist door aanbodsturing?

Deze dichotomieën doen geen recht aan de veelzijdigheid van de maatschappelijke dienstverlening. In deze verkenning wordt daarom een alternatieve benaderingswijze toegepast. Door een onderscheid te maken tussen institutionele logica, de provisielogica en de vraaglogica van de dienstverlening wordt getracht een beter zicht te krijgen op de problemen die spelen in de vijf bovengenoemde sectoren.

The Opening Address at the Sch of War, Brussels, for the Academic yr 1968-69. The role of a military academy is discussed. Then major contemporary theories on war & pol are examined. Special attention is given to the problem of military responsibility, psychol'al warfare, & the influence of PO on military strategy. It is noted that military & pol'al sci has become a sci of 'crisis manag.' Reference is made to the recent military conflicts in Korea, the Middle East, & Vietnam. Crisis management in modern days has become a power play among the big countries. The military strategy of the communist world is reviewed on the basis of the principles laid down by K. Marx & F. Engels. L. Trotsky's theories on war & poi are compared with the Marxist-Leninist pol'al & strategic doctrine. Brief mention is made of the military writings of Mao Tse Tung & their influence on Che Guevara &others. The development of pol'al sci in the US is traced. Instruction at such Sch's as the Nat'l War Coll & the Industr Coll of the Armed Forces is compared with the teaching of pol'al & military sci at US U's. It is noted that pol'al & military sci has come to recognize the internat'l aspects of its problems. Belgium, by its geographical situation, is tied to the changes going on in the European continent. Military sci in Belgium therefore orients itself towards that of other European countries, eg, as taught at the U's of Aberdeen, London, Oxford, the Centre d'Etudes de Politique Etrangere (Center for the Study of Foreign Policy), Paris, etc. The Netherlands has the 'Defensie Studiecentrum' (Center for Defense Studies), in which students are instructed in the pol'al, psychol'al, econ, & military aspects of defense. It is concluded that military sci has come of age & fulfills an important role in training the responsible pol'al leaders needed in the modern world. M. Maxfield.

Objectives: In The Netherlands, school health care policy is decentralized to the municipalities and their Municipal Health Services (MHS) in 1990. Since then, an increasing diversity in school health care policy developed, which is is ill-understood, concerning the development of evidence-based public health. Methods: Case-study design in 4 MHS-regions. Documents and half-structured interviews are used as data sources. The analysis of the data is both qualitative and quantitative. Results: Many actors try to influence the policy process: MHS-internal actors like management and professionals as well as external actors like local health care providers, other municipal services, the municipalities and schools. Evidence is found of the use of scientific knowledge: 'body of knowledge' information as well as evidence from new research, of both local and (inter)national origin, mainly medical, but also social science research. Mainly School Health management and -professionals use scientific knowledge as a resource to influence the policy process. Other actors try to influence the policy process by using other resources like formal power, money or 'initiative'. The use of scientific knowledge is related to a combined (medical) scientific en political frame of reference. Conclusions: Policy formation in local public health takes place in a network of actors with mutual power-dependency-relations, using different resoures to influence the process. 'Evidence based public health' can be promoted by regarding evidence from scientific research as a resource in attempts to influence the policy formation process and the implementation of the outcomes of this process.