Chapter 13 Triggering Change through Culture Clash: The UK Civil Service Reform Program, 1999–2005
In: Research in Public Policy Analysis and Management; Cultural Aspects of Public Management Reform, S. 323-350
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In: Research in Public Policy Analysis and Management; Cultural Aspects of Public Management Reform, S. 323-350
In: Regional studies, Band 30, Heft 1
ISSN: 0034-3404
In: International journal of public sector management: IJPSM, Band 12, Heft 2
ISSN: 0951-3558
In: International journal of public administration: IJPA, Band 18, Heft 2-3, S. 467-490
ISSN: 0190-0692
In: International journal of public administration: IJPA, Band 18, Heft 1, S. 467-490
ISSN: 0190-0692
In: International review of administrative sciences: an international journal of comparative public administration, Band 61, Heft 3, S. 355-372
ISSN: 0020-8523
In: Public administration: an international quarterly, Band 69, Heft Spring 91
ISSN: 0033-3298
Examines the extent to which changing approaches to performance management have had an impact on a range of agencies responsible for local economic development programmes. Explores the possibility that the effectiveness of public programmes could be much more sharply highlighted and built into the performance review of organisations than has so far been the case. Considers the Financial Management Initiative. (SJK)
In: International review of administrative sciences: an international journal of comparative public administration
ISSN: 0020-8523
In: International review of administrative sciences: an international journal of comparative public administration, Band 82, Heft 1, S. 47
ISSN: 0020-8523
In: Regional studies: official journal of the Regional Studies Association, Band 30, Heft 1, S. 93-99
ISSN: 1360-0591