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Abstract: The paper focuses on the Coombs Commission's recommendations on efficiency and effectiveness in the Commonwealth Public Service. The recommendations involve the allocation of organizational responsibility for efficiency and effectiveness to the Department of Prime Minister and Cabinet, the Public Service Board, Treasury and the Auditor-General and individual responsibility to the departmental manager through the establishment of a "Forward Estimating Budgetary" process. However the Commission has given little guidance in the matter of the technological tools which must be developed in order to secure its implementation.
The Commonwealth Public Service Board has developed over the last two years a program of Staff Utilization Reviews (S. U. Rs) as one of its management improvement programs. The paper canvases the technological aspects of efficiency and effectiveness drawing upon the development and operational experience of the S.U.R. program. It concludes that much resource-intensive work must be done before the Commission's recommendations can be implemented but Australian and overseas experience confirms the potential fruitfulness of that work.  相似文献   

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Abstract: In the early 1980s the Commonwealth Tertiary Education Commission functioned as a relatively independent, self-directed policy arena within the commonwealth bureaucracy. Policy outputs tended to be consistent and coherent over time. During the last three or four years, however, a number of federal departments succeeded in gaining control over aspects of tertiary education policy. This development was due partly to a changed economic environment which encouraged the growth of cross-sectoral programs, and partly to administrative reforms introduced by the Hawke government which fostered increased interdepartmental competition. The outcome was the fragmentation of the tertiary education policy process. The removal of CTEC and the creation of the Department of Employment, Education and Training is an attempt to reimpose a greater degree of coordination and integration upon tertiary education policy procedures.  相似文献   

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Two extreme positions dominate the decentralization debate in urban politics: one school consistently opposes decentralization, while the other maintains that only complete radical community control can solve the problems of politics and administration in the city. Positions and policies between these two extremes tend to get lost in rhetoric and argument, or receive only passing recognition. This paper is an attempt to carve out, theoretically and empirically, some space for an intermediate position. Following a brief exploration of the decentralization debate, we discuss and present some analysis from a team policing experiment, a type of ecentralization that falls in between the two extremes. The data suggest that this type of decentralization can be successful if the program is designed as a non-zero-sum game, and the paper concludes that intermediate programs represent attractive third choices to discredited or unworkable alternatives.  相似文献   

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