摘要:

Abstract:The purpose of the paper is to identify the distinguishing features of an effective approach to managing retrenchment in a public service organization. It draws on the author's experience in Alberta and makes reference to experience in the rest of Canada and in the United States. Management responses to changes in the external environment are considered under two headings: strategic and operational. Strategic responses aim to acknowledge economic reality and to increase political support by enhancing credibility and visibility. A new corporate strategy aims to position the organization for maximum effectiveness at a smaller size in the post‐retrenchment period. Operational responses emphasize communication and productivity planning. Restraint measures include voluntary staff reductions, compensation reductions and non‐voluntary staff reductions, usually in that sequence. The central operational issue is reducing staff complement and the principal dilemma is whether to encourage voluntary terminations or to select the staff to be dismissed. The outcome is a trade‐off between fairness and rationality. Ten principles of effective retrenchment management emerge from the experience discussed: 1. scan the environment; 2. acknowledge reality; 3. foster political support; 4. renew the commitment to productivity; 5. review the corporate strategy; 6. target the reductions; 7. reduce slowly; 8. seek alternatives to staff reductions; 9. balance rationality and fairness in staff reductions; and 10. communicate, communicate, commun

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1985.tb00382.x

出版商:Blackwell Publishing Ltd    

年代:1985

数据来源: WILEY

摘要:

AbstractAdministrators of many publicly funded organizations are facing the need to implement cutbacks in the light of current budgetary restrictions. An alternative or supplementary course of action to making cuts is to resist them. This article examines four organizations ‐ a Montreal university, a Montreal social service centre and two British health authorities ‐ to see how they dealt with this issue of resistance.Resisting cutbacks requires the use of political strategies which are effective in persuading funding agencies to increase or maintain budgets. The four case studies illustrate the components of a successful strategy in terms of identifying the relevant interest groups, building coalitions and creating legitimacy. In addition, the question of whether administrators should resist budget cuts is explored. The pitfalls of resistance that were encountered by the four organizations are identified, as are the advantages.It is shown that while resistance is a viable option for many public administrators, it is no simple matter. Those contemplating this course of action need to be aware of the issues involved so that they can assess and enhance their chances of success, while minimizing any detrimental effects that resistance may have on the organization and its employ

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1985.tb00383.x

出版商:Blackwell Publishing Ltd    

年代:1985

数据来源: WILEY

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1985.tb00384.x

出版商:Blackwell Publishing Ltd    

年代:1985

数据来源: WILEY

摘要:

Studies of government at the local level tend to be focused on the municipalities. To understand the full range of institutions at this level, a broader conception of the “local state” is required. The latter refers to the state in so far as it is present in and concerned with the local community, and thus it encompasses local agencies of the central state as well as local governments. To conceive of the local state in this way allows for a critical assessment of competing theories of local government in Canada. The latter describe local institutions variously as the third order of government, agencies for special purposes, the local public economy, or local apparatuses of the state. All but the first draw attention to non‐municipal agencies at the local level, but none give an adequate account of the structure and functions of the local state as a whole. What is required is a theory that takes the pressure for local self‐government seriously, and is sensitive to both geographical variation and historical

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1985.tb00385.x

出版商:Blackwell Publishing Ltd    

年代:1985

数据来源: WILEY

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1985.tb00386.x

出版商:Blackwell Publishing Ltd    

年代:1985

数据来源: WILEY

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1985.tb00387.x

出版商:Blackwell Publishing Ltd    

年代:1985

数据来源: WILEY

摘要:

The Independence Movement in Quebec 1945–1980.ByWilliamD. Coleman.Toronto: University of Toronto Press.1984.Pp.xii, 274.Inder(paper)Conflict and Language Planning in Quebec.Edited byRichardY. Bourhis.Clevedon, Avon: Multilingual Matters Ltd.1984.Pp.xvi, 304. Index. $19.95Problems and Opportunities in U.S.‐Quebec Relations.Edited byAlfredO. Hero, Jr.andMarcelDaneau.Boulder and London: Westview Press.1984.Pp.xv, 320.Index(cl

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1985.tb00388.x

出版商:Blackwell Publishing Ltd    

年代:1985

数据来源: WILEY

摘要:

Book reviewed in this article:Bureaucratic Justice: Managing Social Security Disability ClaimsByJerryL. Mashaw.Theories of Business‐Government Relations:Edited byV.V. Murray.The New Practical Guide to Canadian Political Economy:ByDanielDracheandWallaceClement,Conflict or Compromise ‐ The Future of Public Sector Industrial Relations:Edited byMarkThompsonandGeneSwim

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1985.tb00389.x

出版商:Blackwell Publishing Ltd    

年代:1985

数据来源: WILEY