ISSN:0271-2075    

DOI:10.1002/pad.4230100102

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractPolicy design is important for both public enterprise reform and privatization. The obstacles to privatization and the incentives to carry out ‘inappropriate’ privatization are considered. Discussions of privatization as divestiture need to be integrated into a wider policy framework. Privatization also needs to be considered in relation to specific sectors, and not as a blanket panacea. Policy reform should be built on a proper analysis of the weaknesses of the public enterprise sector. Real commitment to public enterprise reform has been lacking in many developing countries. Three dilemmas experienced in the privatization programmes of developed economies are considered for their relevance to developing countries: budgetary stress, competition versus denationalization, and ‘people's capitalism’. The distinctive characteristics of developing economies are considered including the availability of policy instruments, social costs, and the ability to negotiate with multinationals. Two matters in particular require urgent attention: the sponsoring arrangements for public enterprises; and arrangements concerning subsidiaries. The relevance of privatization lies in the promotion of competition and divestiture of enterprises in industrial sectors which can be made competitive, not in the invitation of large‐scale privatizations which raise complex monopoly and regulatory

ISSN:0271-2075    

DOI:10.1002/pad.4230100103

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230100104

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThis article reviews the development of Land Settlement in a Jamaican sugar belt area. It traces the evolution of the implementation process during the project's formative years (1980‐81) and the outcome in later years. The article argues that the project's operation and institutional framework was shaped through the inter‐relationship between its administrative‐managerial sub‐systems. Three major characteristics of the administrative‐managerial system were identified: symmetry, latency and adaptation. Symmetry expresses the need for simultaneous implementation of the project's production and infrastructural components; latency exposes the ‘politics’ behind the implementation process and the conflict over the project's resources and benefits; and adaptation reflects the settlers' response to the slow implementation pace. The weak vertical integration within the administrative‐managerial system and the change of government in Jamaica were the main constraints on the achievement of the project's objectives and the reason for its transformation from co‐ope

ISSN:0271-2075    

DOI:10.1002/pad.4230100105

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractForeign firms working in the People's Republic of China (PRC) are usually aware that the earlier they can discover what projects have been approved the easier it is for them to become involved. Very little, however, seems to have been written about the actual process by which projects are in fact decided upon and resources allocated. This case study examines the steps by which a proposal for a pulp mill moved in the space of less than two years from its originator in a remote county to the agenda of the Sixth National People's Congress in Beijing. The dramatic opening up of the PRC to outside influences is clearly demonstrated by the fact that a foreign banker, a Hong Kong entrepreneur and an overseas consultant all played important roles in establishing the feasibility of the project at the early stages. The involvement of various official bodies, including the United Nations Development Programme (UNDP) in Beijing, in the decision process is traced and the way in which personal links and informal methods of communication helped the proposal to get bureaucratic approval very quickly is shown.

ISSN:0271-2075    

DOI:10.1002/pad.4230100106

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThe relationship between bureaucracy, market and community is a political issue in many countries, for example in debates about privatization or welfare policy. The following article considers how some of the arguments apply in the circumstances of the island South Pacific where community forms of organization have persisted in spite of the introduction of markets and states. Examples are drawn from land management, though similar arguments could be applied to other sectors such as housing or health. The paper deals mainly with the independent Melanesian states (including Fiji). First it looks at the relationship between land ownership and management. Then it defines three kinds of management—by bureaucracies, markets, and communities—in terms of ‘ideal types’, and the triangular relationships between them. Much policymaking about land in Melanesia in the 1970s concerned the relationship between bureaucracy and community. In the 1980s, and since independence, there has been more government concern with another arm of the triangle, between bureaucracy and the market. The relationship between bureaucracy and markets is a theme of the so called ‘public choice’ approach to administrative theory. The article concludes with a discussion of the relevance of ‘public choice’ approaches to management in the Me

ISSN:0271-2075    

DOI:10.1002/pad.4230100107

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractAuthors of recent case studies of the political and administrative practices of small developing states continue to disagree about the consequences of ‘smallness’ in promoting development. This paper reviews these arguments and attempts to clarify the issues surrounding the factor of state size and its impact on the relationship between politics and administration. The most important difficulty with providing any resolution to these arguments is the continued lack of comparative studies of administrative problems and potentials in small developing sta

ISSN:0271-2075    

DOI:10.1002/pad.4230100108

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThe British constitutional and political traditions of the Crown Colonies of Montserrat and Anguilla have been modified by their unique histories, particularly in a common commitment to team management. Some senior public servants in Montserrat are reluctant to acknowledge the virtues of a team approach, but their more junior colleagues have been given training in team techniques which has laid a firm foundation for team work and collective management. Professional effectiveness and job satisfaction have increased. The principles of team management are reciprocity, disposition for agreement, fairness, honesty, mutual trust and confidentiality. However the reluctant leadership of some Permanent Secretaries produces frustration and problems of morale. The Permanent Secretary level is the last to be impregnated with the team administration philosophy in Anguilla, too. But team management is recognized as necessary for building consensus and for the smooth running of a small public service. Subordinates employing team techniques have been assessed by their superiors as more successful in staff‐management relations, policymaking and productivity than traditional, hierarchical managers. Team techniques have been carried over into a number of small businesses on the island. This phenomenon is unique among the United Kingdom's West Indian colonies. The problems of team management include time and accountabilit

ISSN:0271-2075    

DOI:10.1002/pad.4230100109

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThe long term success of PNG's experiment with decentralization of health functions depends on the continued improvements in management at the operational levels of the health system. In 1986 the Department of Health initiated a management support programme for the intermediate level of the health system, which combined distance learning modules with periodic on‐the‐job consultation with provincial health managers. The initial results of this process have been encouraging. The primary challenge ahead, if this process is to succeed on a long term basis, is developing a means of institutionalizing the approach, identifying local resources to support the process, and developing the leadership that is necessary to it. This paper addresses the issues of maintaining and improving the management development progra

ISSN:0271-2075    

DOI:10.1002/pad.4230100110

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractUsing the Hong Kong police as an empirical case, this paper explains how a public bureaucracy attempts to respond to the pressures of modernization through two types of expansion, one direct, the other indirect. In this case, functionally indirect expansion is represented by an overconcentration of control through excessive hierarchic layers and by an incommensurate relationship between ranks and functions. Function‐oriented expansion‐ aside from regular bureaucratic expansion in size that corresponds to increased functions and tasks resulting from population growth and modernization‐also takes the forms of inspection, professionalization, and externalization. Functionally indirect expansion may be potentially beneficial but also wasteful. To the extent that social prosperity, which renders bureaucratic waste affordable and tolerable, may not last forever, the rationalization of functionally indirect expansion and the promotion of function‐oriented expansion are i

ISSN:0271-2075    

DOI:10.1002/pad.4230100111

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY