Who's the Boss? Patterns of Perceived Control in Adolescents' Friendships

This study examined the nature and correlates of different patterns of perceived control in adolescents' relationships with their best friends. Participants included firstborn adolescents (M = 14.94 years), their younger siblings (M = 12.44 years) and both their mothers and fathers in 163 families as well as a best friend of each adolescent (M = 15 years). Data were collected from family members during home visits regarding adolescents' family relationships, friendships, and psychosocial adjustment; time use data were gathered during a series of 7 nightly phone interviews. Information was obtained from best friends during a brief phone interview. We developed a typology of 3 different patterns of perceived friendship control based on the combination of adolescents' and their best friends' ratings of relational control. Patterns of control in adolescents' friendships were associated with the distribution of control in both parents' marriages and adolescents' sibling relationships. Further analyses, designed to test developmental predictions, revealed connections between friendship control and other qualities of adolescents' friendships (i.e., intimacy, conflict, perspective-taking).     

An Impeditive Administrative Culture? The Legacy of Australia's First Auditor‐General on the Australian Audit Office

This historical study provides an account of the Australian Audit Office from its formation in 1901 until the end of the term of Australia's first Auditor-General in 1925. The Audit Office was created to assist the Commonwealth Government in discharging and reporting on its accountability for the economical use of resources. The philosophy upon which the Audit Office was created was one based on small government where a minimalist role for the audit function was envisaged. Accordingly, the initial Audit Act dictated a detailed audit methodology. However, the expansion of Commonwealth activities due to the outbreak of the First World War, the realities of a decentralised Commonwealth administration and the more commercial activities of government created numerous problems for both the Office and government. The Auditor-General was unable, or unwilling, to adapt his audit methodologies to suit the changing circumstances of Australian public administration and the workload of the Audit Office periodically fell into backlog. Relations with the executive became strained over these matters prompting intervention by subsequent governments. This early period is important historically as it provides a window through which to view the development of the public sector audit function and its contribution to an efficient public sector. In addition, the events of this period illustrate the importance of relations between the Audit Office and the government, and the role of the Auditor-General in contributing to an efficient public administration.     

Risk and the Outsourcing of Risk Management Services: The Case of Claims Management

Outsourcing of risk management activities is a well-established practice, involving a range of services from actuarial audits to loss control training to risk financing management to claims administration services. Surprisingly, little work has been done to examine the risks associated with outsourcing risk management activities. This article examines the outsourcing of claims management services by reviewing the research on outsourcing risks and by interviewing leading practitioners. In doing so, the authors draw some provisional observations about risks and risk costs associated with outsourcing claims management services—observations that seem generalizable to all risk management outsourcing.     

Security, Capacity and Post-Market Reforms: Public Management Change in 2003

Public sector change in 2003 was a product of external demands and internal pressures for improvement. The specific areas addressed are responses to security threats in the international environment; strengthening internal capacity, particularly through whole-of-government approaches; and fine-tuning the public management model in part through readjustments to the centre-agency relationship and greater emphasis on horizontal structures and processes.
This is the ninth year an administrative essay has been published in the journal since 1996. Earlier chronicles include: J. Stewart 55(1) 1996; S. Prasser 56(1) 1997; J. Homeshaw 57(3) 1998; J. Moon 58(2) 1999; J. Curtin 59(1) 2000; C. Broughton and J. Chalmers 60(1) 2001; N. Miragliotta 61(1) 2002; and J. Nettercote 62(1) 2003.
In this issue two chronicles are published — the first, by John Halligan and Jill Adams, focuses on external security and internal capacity building. The second assessment by Scott Prasser takes a different view of compliant management, poor decisions and reactive change.     

National identity and Taiwan's Mainland China policy

Taiwan is a mildly divided society—divided essentially along the lines of national identity. Indeed, there is no doubt that national identity is the dominant factor affecting Taiwan's mainland China policy. Other factors such as business interests and security concerns may enter the picture from time to time, but they often get bogged down in the national identity controversies. As a matter of fact, there is high correlation between people's attitudes toward business and security concerns and their positions on the national identity issue. The key to understanding Taiwan's mainland China policy is thus the distribution of voters on the national identity issue and how it is translated into the political fortunes of various political parties in the electoral game.