Suchergebnisse

Lawrence S. Graham focuses on the implications of the Portuguese case for understanding more fully broader, cross-national patterns in politics and governance, showing how the Portuguese case may constitute an alternative model especially for Latin America and Eastern Europe.

Intro -- Acknowledgments -- List of Tables -- Introduction -- 1. The Conceptual Framework -- 2. The Setting -- 3. The Theoretical Foundations of the Reform Movement -- 4. Personnel Theory -- 5. Conflicting Perceptions of the Civil Service -- 6. A Model for the Study of the Political System -- 7. The Political Understructure (1945-1964) -- 8. The Civil Service and Political Patronage -- 9. The Collapse of an Elite Civil Service -- 10. The Gap between Norms and Realities in Public Administration -- 11. Politics and Administration -- Appendix -- Bibliography -- Index.

AbstractThis article reviews donor initiatives in Mozambique in decentralization policy and intergovernmental relations. Against the background of earlier donor initiatives in the country and the government's transition, it identifies the complexities confronted in working outside the centre and in the periphery, in the midst of economic and political liberalization. The lessons learned from the project experiences described emphasize the extensiveness of the changes necessary in government and the donor community if subnational authorities, governors and local administrators, in this instance, are to be empowered to resolve local development issues at the grass‐roots level rather than await authorization to act from the centre, be it a government ministry or donor organization. The dilemma posed by such initiatives concerns how to enable subnational governments to respond to unmet development needs locally (through the transfer of economic and skilled human resources to the provinces), without undercutting endeavours to strengthen the capacity of the central government to implement economic and social policy (through the concentration of the same resources in the centre).

AbstractThe decade of the 1980s signalled major changes within public administration and development‐oriented activities. As a consequence of the internationalization of the agendas of practitioners and academics working in these areas, there is today a growing convergence among public policy, public management, public administration and political science. Given the complexity of the public sector cross‐nationally, what has become necessary in public management education is the design of programmes that meet specific needs and priorities and which are responsive to very different national settings. This particular case study is centred around one endeavour to achieve more effective interfacing between theory and practice, in the teaching of public management and the design of development programmes in the United States (US). It is based on an assessment of a 10‐year co‐operative endeavour between the National Association of Schools of Public Affairs and Administration and the US Agency for International Development. The outcomes of this project provided not only leverage for important changes in the teaching programmes of schools concerned with international management education but also built a new relationship between government and a non‐governmental organization through the contacting out of management development work.

Generelles Plädoyer für Zusammenführung wissenschaftlicher Untersuchungen zu Übergangsprozessen mit technischen Analysen und ökonomischen sowie sozialen Programmausarbeitungen von Geberseite. Einem knappen Rückblick auf die Verhältnisse in Mosambik seit den 1970er Jahren folgt die Darstellung der von der Regierung ausgehenden Reformprogramme und -politik, der Reformanstrengungen unterschiedlicher Trägerorganisationen sowie der Bemühungen seitens der mosambikanischen Regierung auf subnationaler Ebene, die auf UNDP-Initiative zurückgehen. Hervorgehoben wird, daß bei Geberorganisationen und mosambikanischer Regierung enorme Änderungen nötig sind, um vor allem Gouverneure und lokale Verwaltungschefs mit eigenen Kompetenzen auszustatten für Entwicklungsaktivitäten auf unterster Ebene. Allerdings laufen diese Bestrebungen denen der Zentralregierung entgegen, ihre Kräfte für wirtschafts- und sozialpolitische Aufgaben zentral zu bündeln. (APAF-Glz)