Suchergebnisse

Calculating Political Risk is rich and illuminating, and much more than a political science treatise. Althaus draws on diverse literature, extensive interviews and intriguing case studies to offer interdisciplinary, practical and nuanced insight. This book provides new perspectives and more precise language for making sense of a critical dimension of politics, policy-making and public management. Evert Lindquist, Director and Professor, School of Public Administration, University of Victoria, Canada This powerful new book is the first ever examination of the hard edge of how political risk - s

AbstractWeber's ideal-type bureaucracy demands impersonalism premised on assumptions regarding egalitarianism and polity scale, explaining why it is able to excel with large-scale population policymaking. Transport, national infrastructure, taxation, and defense are classic success examples of what is called the actions of government that are done "to" and "for" the polity. However, government fails in important areas of action done "with" citizens and communities, such as health, education, and justice, which do not fit one-size-fits-all approaches. Calls to personalize policy delivery chafe at Weberian bureaucracy and inevitably will do so until form change is recognized as necessary. One way forward may be found in Indigenous worldviews and clan governance concepts of relationality. This article uses William Ouchi\'s organizational form arguments that privilege clans alongside markets and hierarchies, as well as illustrative examples of Indigenous public service leadership, to propose a new conceptual approach—complementary bureaucracy—to demonstrate clan approaches that provide rich practical and theoretical opportunities to engage in bureaucratic personalism. Taking the best of impersonalism and relationality helps meet modern societal needs, building off the wisdom of governance practices that have served this planet's oldest enduring civilizations.

AbstractDebates over evidence‐informed policymaking are predominantly structured from a western paradigm of ontology and epistemology. Other ways of being and knowing are neither privileged by the policy space nor the discipline, certainly not in the same way or to the same degree. This is changing, however, in the face of cultural recognition and with diversity and inclusion agendas and within the contexts of post‐truth politics and the questioning of expertise. This article explores the contribution of Indigenous ways of knowing and being as providing valid, alternative forms of evidence that ought to inform the policymaking process. Australian experience suggests that Indigenous evidence and knowledge offers unique, substantive insights that are offered as 'gifts' to inform policy and public administration communities. This contribution is unrecognised and unincorporated into public administration at Australia and the world's peril given that Indigenous approaches offer new exciting ways forward for engagement, sustainability, and policy innovation. It should not be co‐opted or presumed. Indigenous peoples need to be given self‐determination avenues to decide what they wish to share or not, why, and how.

This article reflects on 45 years of articles published in the Australian Journal of Public Administration (AJPA), providing commentary not only on the journal's status and future but also the state of public administration in Australia. The analysis builds on a first study conducted in 1997, continuing the themes of institutional affiliation, subject matter and research methodology as key categories for AJPA article analysis. The context for the analysis is the advent of the journal's new editorial team. The article concludes that several opportunities present themselves for AJPA's future including performing a strategic stocktake of the discipline and debating its merits as well as marking out what might make for a peculiarly Australian form of public administration (if any) in the contemporary era.

The sherpa is offered as a helpful metaphor amid the rich and diverse metaphorical landscape describing public administration at the interface between senior public servants and ministers. The sherpa model acknowledges the complexity and nuanced leadership now demanded in the Westminster tradition, offering fresh tools for practitioners to think more critically about their role and how they can improve leadership skills. It also offers theoretical ability to incorporate relevant but underdeveloped factors, such as the environment, into the administrative leadership equation, thus enlarging issues at stake and forces demanding scrutiny, if administrative leadership is to be better understood.

This survey looks at three key aspects of the AJPA — who publishes, what they talk about and how they approach their subject. The findings suggest a continuing responsiveness to trends in public administration and a broad inclusive definition of the field.

National Competition perspectives Policy — contending perspective.The Hilmer Report is to competition what fertiliser is to grass (Ian Salmon, BCA 1995).These reforms are good for the Australian economy and community. They hold the promise of helping to deliver more growth, more jobs and lower inflation but with higher real wages and a better standard of living (Hon. George Gear MP 1995).The legislation has the potential to be very far reaching and may have implications far broader than originally intended (General Evidence — Australian Senate Economics Legislation Committee 1995).The process of putting detailed legal and administrative flesh on the bare bone of the principles was not going to be easy. The resolution of issues. at times came down to the balance of power rather than good sense (Christine Charles, South Australian Dept of Premier and Cabinet 1995).The practical failure to deliver on the claims about competition and efficiency are becoming increasingly evident (Professor Frank Stilwell 1995).The Commission has a number of concerns on the impact on rural and remote communities and how the competing demands of increased competition and maintaining levels of community service obligations will be balanced in a newly competitive environment (ATSIC 1995).