ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1974.tb02371.x

出版商:Blackwell Publishing Ltd    

年代:1974

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1974.tb02372.x

出版商:Blackwell Publishing Ltd    

年代:1974

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1974.tb02373.x

出版商:Blackwell Publishing Ltd    

年代:1974

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1974.tb02374.x

出版商:Blackwell Publishing Ltd    

年代:1974

数据来源: WILEY

摘要:

SUMMARYThe outcomes of various modes of administration may be summarized as follows:1Under both ministerial and departmental control, the prior experience and predispositions of the Minister were critical factors affecting the colleges. Under departmental control, the background and attitudes of senior officers within the department were also important. Various instances of this were cited.2There tended to be proportionately fewer dismissals of principals or resignations in protest by them under departmental control than when colleges were controlled by Ministers of the Crown or governing councils. Several reasons for this trend were suggested.3Under all systems of control the colleges were subject from time to time to direct or indirect political pressure. For example, there were instances in which parents invoked or attempted to invoke political pressure to save their sons from expulsion from a college. Such pressures played a part in the dismissal or resignation of several principals.4Another factor which led to the resignation of two principals who were directly responsible to a Minister was the belief that their jurisdiction had been transgressed by another senior public servant.5Under departmental control a principal was likely to be caught up in intradepartmental politics. The fortunes of the college depended somewhat upon his success in this arena.6In determining the policies and practices to be adopted on the college farm, a principal generally had greater freedom under Education Department control than under Agriculture Department control. On the other hand, teaching practices were generally subject to closer departmental supervision in the former case than in the latter.7One problem with any system of control is that of maintaining a balance between continuity in policy on the one hand and sensitivity to demands for change on the other. In general, control over the colleges by government departments or governing councils tended to be conservative in emphasis, to stress continuity. By contrast, where control was directly exercised by Ministers of the Crown and where there were relatively frequent changes in incumbency of the relevant portfolio, continuity in policy was less assured.8The life of advisory committees was typically marked by early enthusiasms and influence in dealing with urgent matters of policy. After these matters had been dealt with there was generally a decline in activity and influence, growing disillusion among members, and eventually reconstitution or replacement of the committee.

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1974.tb02375.x

出版商:Blackwell Publishing Ltd    

年代:1974

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1974.tb02376.x

出版商:Blackwell Publishing Ltd    

年代:1974

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1974.tb02377.x

出版商:Blackwell Publishing Ltd    

年代:1974

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1974.tb02378.x

出版商:Blackwell Publishing Ltd    

年代:1974

数据来源: WILEY

摘要:

Book reviewed in this article:IdaR. Hoos. Systems Analysis in Public Policy: A Critique.KennethW. Knightand KennethW. Wiltshire. The Growth of Public Services in Australia.F. A. Larcombe. A History of Local Government in New South Wales: I. The Origin of Local Government in New South Wales 1831–5

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1974.tb02379.x

出版商:Blackwell Publishing Ltd    

年代:1974

数据来源: WILEY

摘要:

DavidButler. The Canberra Model: Essays on Australian Government.

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1974.tb02380.x

出版商:Blackwell Publishing Ltd    

年代:1974

数据来源: WILEY