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World Affairs Online
Intergenerational Dialogue on Public Administration Theory
In: Administrative theory & praxis: ATP ; a quarterly journal of dialogue in public administration theory, Band 29, Heft 2, S. 281-291
ISSN: 1949-0461
Intergenerational Dialogue on Public Administration Theory
In: Administrative theory & praxis: ATP ; a quarterly journal of dialogue in public administration theory, Band 29, Heft 2, S. 281-291
ISSN: 1084-1806
The Powerholders.David Kipnis
In: The journal of politics: JOP, Band 39, Heft 3, S. 839-841
ISSN: 1468-2508
Educating for polyarchy: A new pa challenge
In: International journal of public administration, Band 17, Heft 7, S. 1351-1367
ISSN: 1532-4265
Campfire decision‐making and strategic management: A politics and leadership approach to economic development
In: Public administration and development: the international journal of management research and practice, Band 11, Heft 5, S. 511-520
ISSN: 1099-162X
AbstractPrivatization is recommended unconditionally by some scholars as the optimal means for achieving economic development. While privatization can be helpful medicine, it provides no universal cure for all the ills associated with low economic growth. A country's economic and political institutions are intertwined. Mandating privatization without being mindful of both political and economic consequences to such a policy can bring undesirable consequences during and after policy implementation. This paper proposes that to enhance the likelihood of economic growth a leader should blend economics with politics. Sensitive political leadership can stimulate a bonding among citizens, a bonding which can generate the commitment to risk by investing personal savings, to work the long hours which much precede the rewards, and often to be satisfied by a job well done rather than with material reward. Analogous to the chief executive officer of a successful corporation, the effective political leader involves stakeholders, steers decision processes, takes reasonable risks, encourages private investment, and rations public resources according to national priorities. Collective decision‐making guided by the political leader, who also acts as a strategic manager during implementation, is offered as a model for development.
Campfire decision-making and strategic management: a politics and leadership approach to economic development
In: Public administration and development: the international journal of management research and practice, Band 11, Heft 5, S. 511-520
ISSN: 0271-2075
Die Verfasser greifen das Konzept des "campfire decision-making" (cdm) von Harlan Cleveland (1974) auf und propagieren dieses Verfahren zur Entscheidungsfindung für den großen Bereich Wirtschaftsentwicklung. Die Ausweitung der an Beratung und Entscheidung Beteiligten über die zuständigen Politiker und Wirtschaftsvertreter hinaus auf Interessierte und Betroffene fördert Legitimierung, Partizipation, Engagement und breite Zustimmung und kann auch positiv für Inhaber von Führungspositionen sein. Nicht die Wahl für oder gegen Privatisierung bestimmt über den Weg aus der bisher enttäuschenden Bilanz des Wirtschaftswachstums; vielmehr ist entscheidend, daß politisch-ökonomische Wechselwirkungen einkalkuliert werden und daß die Bürger viel mehr als bisher - eben mittels cdm - in das Geschehen eingebunden werden. Darüber hinaus wird eine breite Verhaltensänderung erwartet dergestalt, daß Mitwirkung oder zumindest Duldung nicht an kurzfristige Erwartung materieller Belohnung geknüpft werden, sondern daß Befriedigung über erfolgreiche und sinnvolle Führung resp. Mitwirkung genügt. (APAF-Glz)
World Affairs Online
Agendas and Decisions: How State Government Executives and Middle Managers Make and Administer Policy
In: Administrative theory & praxis: ATP ; a quarterly journal of dialogue in public administration theory, Band 31, Heft 3
ISSN: 1084-1806
Administrative reform in Jordanian education
In: Journal of developing societies, Band 12, Heft 2, S. 205-216
ISSN: 0169-796X
World Affairs Online
The human factor in technology transfer
In: International journal of public administration, Band 17, Heft 8, S. 1419-1436
ISSN: 1532-4265
The human factor in technology transfer
In: International journal of public administration, Band 17, Heft 1, S. 101-118
ISSN: 1532-4265
Establishing Assessment Center Validity: An Examination of Methodological and Theoretical Issues
In: Public personnel management, Band 15, Heft 1, S. 85-98
ISSN: 1945-7421
Methodological and theoretical questions of validity for assessment centers revolve around three related issues: the concept of manager competence, the assessment exercises, and the role of assessors. The authors contend that attempts to establish validity for assessment centers using quantitative methods may be premature. Quantification prior to resolution of theoretical and conceptual problems can lead to rejection of an important management evaluation tool. Conceptual clarification, the present major need, is more likely achieved by an open design.
Establishing Assessment Center Validity: An Examination of Methodological and Theoretical Issues
In: Public personnel management, Band 15, Heft 1, S. 85
ISSN: 0091-0260