Suchergebnisse

Wisconsin's lawmakers increased spending and cut taxes during the 1990s. Then, in January of 2001, they faced an estimated $2.4 billion budget gap or deficit for the FY 2001–2003 biennium. They cut spending and generated additional revenue by borrowing against future tobacco settlement income. Still, by January of 2002, the estimated deficit had grown by an additional $1.3 billion, and more cutting and borrowing took place. Despite these actions, a $3.5 billion deficit was projected for FY 2003–2005. In this study, the causes of the deficit, the "remedies" selected, and their effects are examined. "Lessons" highlighted by Wisconsin's experience include the risks associated with nonincremental policy making, the high costs of excessive political partisanship, and the corrosive effects of "fiscal brinksmanship."

IN HIS 1887 ARTICLE, "THE STUDY OF ADMINISTRATION," WOODROW WILSON ARGUED THAT PUBLIC MANAGERS AND PROSPECTIVE CANDIDATES FOR THE PUBLIC SERVICE NEEDED TRAINING IN A "SCIENCE OF PUBLIC ADMINISTRATION." THIS TRAINING, WILSON MAINTAINED, COULD SAVE ADMINISTRATION FROM THE "COSTLINESS OF EMPIRICAL EXPERIMENT." SINCE WILSON'S TIME, MANAGEMENT EDUCATION AND TRAINING HAS OFTEN BEEN RECOMMENDED BY ACADEMICIANS, BLUE RIBBON COMMISSIONS, AND EVEN ELECTED OFFICIALS AS A WAY TO IMPROVE ADMINISTRATIVE EFFECTIVENESS AND EFFICIENCY. YET, THE MANAGER'S VIEW ON THIS IMPORTANT TOPIC HAS NOT BEEN PRESENTED IN ANY PUBLISHED STUDY. THIS ARTICLE CONTAINS DATA ON THE MANAGER'S VIEWS ABOUT: ( 1) THE ROLE CLASSROOM EDUCATION AND TRAINING HAS PLAYED IN THE DEVELOPMENT OF THEIR OWN KNOWLEDGE AND SKILL; (2) THE TYPE OF CLASSROOM EDUCATION AND TRAINING THEY PREFER; AND, (3) THE ROLE THEY THINK CLASSROOM EDUCATION AND TRAINING CAN PLAY IN IMPROVING ADMINISTRATIVE PERFORMANCE.

Case study of New Jersey; 1980s.