摘要:

An “urban” definition of public policy problems raises great difficulties for the policy maker. If we emphasize implementation as a primary factor in evaluating public policy, we have good grounds for questioning the wisdom of an urban perspective. But urban questions have been and still are major areas of concern in public policy formulation. The ALP federal platform contains a long section on urban policies, reiterating what the Department of Urban and Regional Development (DURD) was striving to achieve under the Whitlam Government. At state level, urban problems have been tackled with varying degrees of success and seriousness, although at this level overall urban perspectives tend to be ignored, for reasons we shall indicate. However urban planning authorities have been tried in most capital cities, and metropolitan plans have been drawn up for all of them. They have concentrated mainly on land use and urban form. By the 1970s a common criticism of such planning was that it left aside many social and economic aspects of urban growth. For example, one (admittedly partisan) government source—the N.S.W. Department of Decentralization and Development—noted “a massive and increasing trend towards socio‐economic segregation”:…the remoteness of central city facilities …the cost of commuter transport and the inadequacy of community facilities in low‐income outer suburbs are operating to perpetuate econo

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1979.tb00877.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

This paper focusses on two issues: the problem of reforming administration so that the bureaucracy in its political decision‐making is more firmly responsible to the elected representatives of the people and more responsive to community needs and values, and the interlocking problem of the politics of the reform process itself. Where a government announces its intention to undertake a reform program, its purposes are usually explained in terms of the need for greater efficiency. The process of reform, apart from the stress on efficiency, is usually described in value‐neutral terms. The program or the enquiry, it is claimed, will result in the job being done better or more quickly or more cheaply. However, if one looks more closely at the reasons for the establishment of such programs and enquiries, it is clear that underlying the urge to change the administration, there is a dissatisfaction not so much with the way in which decisions are carried out, as with the decisions themselves. The “hidden agenda” of most reforms is to ensure that different decisions are taken and different outcomes in the community

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1979.tb00878.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

One of the minor curiosities of public sector analysis in Australia is that rather little attention has been paid to the tools and instruments that could provide a more effective management of government research and development. Once government R&D is mentioned, we immediately think of the large statutory bodies such as CSIRO or the Atomic Energy Commission, but the subject extends widely beyond these two bodies. The Australian Government, federal and states, provides 70% of all the funds for Australian R&D, and the government itself performs, in its own laboratories and statutory authorities, 54% of the total R&D carried out in Australia Of OECD countries, these percentages of government activity are exceeded only by Iceland, New Zealand, Portugal and Turkey. Virtually every federal department and every department of each state government performs R&D. Apart from the “big two” of CSIRO and Atomic Energy, the Post Office, Defence, Health, Housing, and Minerals and Energy all have research laboratories, and the last major survey of Australian R&D in 1973 listed 22 federal departments and 130 organizations in the State Governments performing R&D. A recent article in this journal correctly noted a shift from “ends to means” in Australian science policy. The present article proposes a specific means of managing this almost unique public involvement in R&D in Au

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1979.tb00879.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

This paper seeks to provide statistics on how the career service has developed within Commonwealth Government administration over the past decade or so. On the basis of trends in these data some speculations are offered on how the career service might look in the 1980s. The views expressed are speculations, not forecasts. In Commonwealth administration, the career service concept has by and large been held to embrace staff employed in the Commonwealth Public Service (CPS) under the Public Service Act, particularly permanent staff. While it is possible to debate the extent of the career service, this paper will confine itself to full‐time permanent, temporary and exempt staff of the CPS, employed under the Public Service Act. It thus excludes staff employed under other Acts, although the opportunities for movement of CPS staff to statutory authorities and back again should not be overlooke

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1979.tb00880.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

Colonel Lyndall Fownes Urwick is one of the major theoreticians and historians of the management movement of the twentieth century. For this he has been recognized internationally, holding most of the major awards for excellence in contributions to management. He is now 87 years old and lives in Australia. In this paper the authors report an edited version of Urwick's verbal responses to questions about Taylor, the Gilbreths, Gant, Fayol, Mayo, Mooney, Reiley, Mary Parker Follett, Barnard, Drucker and Koontz. Questions were designed to elicit Urwick's experiences with the individuals rather than just their ideas. Anecdotal recollections have been included where they give insights into the pioneer's personality and writings.

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1979.tb00881.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

The Administration appointed to take over the Gold Coast City Council was constituted as follows. An Administrator was appointed by the Governor in Council on 4 March 1978. He became Administrator and Chairman of the Executive Committee. The Administrator thus became the Council of the City of Gold Coast. Two Members of the Executive Committee were appointed on the same date by the Minister for Local Government and Main Roads to assist the Administrator. The initial term of appointment was to 30 June 1978, later extended to 30 September 1978, and finally extended to 31 March 1979 to coincide with the Triennial Local Government elections in the State of Queensland. In each case it was the Governor in Council who extended the term of the Administrator and the Minister who extended the terms of the Committee Members.

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1979.tb00882.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

The concept of “community councils” is one which has gained increasing prominence in Scottish local government during the last few years. Their main function is simply to advise local councillors on the views of the local community. Our basic contention is that the local government system in New South Wales (and, probably, other states) could benefit from studying the Scottish experie

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1979.tb00883.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

In this note the various powers of the Commonwealth employer to suspend employees engaging in industrial action are examined and the need for the Commonwealth Employees (Employment Provisions) Act 1977′ is considered. The legal rights and obligations of the Commonwealth employer and employee regarding suspension rest fundamentally with the contract of employment, but they are commonly modified and supplemented by legislation and industrial award

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1979.tb00884.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

Book reviewed in this article:ROSAMUND THOMAS,The British Philosophy of Administration A Comparison of British and American Ideas 1900–1939.COLIN CAMPBELL&GEORGE J. SZABLOWSKI,The Superbureaucrats—Structure&Behaviour in Central Agencies.ROBERTT. GOLEMBIEWSKI and WILLIAM B. EDDY (eds), “Organization Development in Public Administration”, Parts 1&2,Public Administration and Public Policy, Volume 5.PETER GROENEWEGEN,Public Finance in Australia: Theory and P

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1979.tb00885.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

AINSLEY JOLLEY, Macro‐economic Policy in Australia 1972–76, Australian Studies in Economics, London, Croom Helm, 1978DAVID SCHUMAN, The Ideology of Form, Lexington, Mass., Lexington Books, D. C. Heath, 1978R. S. PARKER, The Government of New South Wales, University of Queensland Press, 1978PETER HAY, IAN WARD, JOHN WARHURST, Anatomy of an ElectionHong Kong Journal of Public Administration, edited by Ian Scott and Miron Mushkat, Vol. 1, No. 1, June

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1979.tb00886.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY