警察公关礼仪与警察形象的塑造

在现代社会中,任何一个社会组织都要处理好与自身发展密切相关的内外公众关系,树立良好的组织形象。充分重视和发挥公关礼仪的功能和作用是警察组织的形象塑造的一个重要方面。本文对警察公共关系工作中礼仪的功能、原则、意义和养成等方面进行了探讨。认为公共关系是一门塑造形象的艺术,人民警察外在的行为、举止等表现,在人民群众心目中形成的形象、地位、信任和支持程度构成了人民警察的形象。而公关礼仪正是塑造形象这一艺术的起点。     

LET THE MANAGERS GOVERN: MINISTER-BUREAUCRAT RELATIONSHIPS IN NEW SOUTH WALES

Abstract: This article considers the relationships between ministers and chief executives in the New South Wales Liberal-National government. It looks at how ministers have set about taking charge of the public service against the background of the new political and economic realities confronting the state government. Senior ministers have consciously sought to limit their dependence on public servants and they have used a range of strategies to do so. They have remoulded the public service in a new "managerialised" form. Policy-making has been further internalised into ministerial offices and party circles and away from departments. The role of cabinet has been strengthened to impose a new corporate purpose as a counterbalance to traditional departmental interests. New incentive systems, based on contract employment and performance agreements, have been introduced to focus public service loyalties on the goals of the government. Advocates of managerialism, usually career public servants, have been appointed to key positions. Ministerial advisers have been used as countervailing sources of advice and as extensions of ministerial authority. Many ministers themselves have assumed an involved style of ministerial management of departments.     

Caucuses in Collaborative Governance: Modeling the Effects of Structure,Power, and Problem Complexity

ABSTRACT

This article explores societal culture as an antecedent of public service motivation. Culture can be a major factor in developing an institution-based theory of public service motivation. In the field of organization theory, culture is considered a fundamental factor for explaining organization behavior. But our review of the literature reveals that culture has not been fully integrated into public service motivation theory or carefully investigated in this research stream. This study starts to fill this gap in the literature by using institutionalism and social-identity theory to predict how the sub-national Germanic and Latin cultures of Switzerland, which are measured through the mother tongues of public employees and the regional locations of public offices, affect their levels of public service motivation. Our analysis centers on two large data sets of federal and municipal employees, and produces evidence that culture has a consistent impact on public service motivation. The results show that Swiss German public employees have a significantly higher level of public service motivation on the whole, while Swiss French public employees have a significantly lower level overall. Implications for theory development and future research are discussed.     

THE NORTHERN TERRITORY GOVERNMENTS CANBERRA REPRESENTATIVE

On 14 July 1980 an experiment began in Australian Federal-State relations which has been accorded little recognition. On that day the Northern Territory government opened an office in Canberra for its new "Canberra Representative". It was a step no State government had ever taken, although several had discussed such a move over the previous decade during general reconsiderations of the machinery of Federal-State relations. In particular, Sir Henry Bland's Board of Inquiry into the Victorian Public Service saw some benefits in the location in Canberra of one or more members of a proposed Commonwealth/State Relations Unit (now the Federal Affairs Division of the Premier's Department) in the State public service, although it chose finally not to recommend it     

Developments in public affairs in Australia

• This paper discusses the integrated public affairs model most common in Australian companies, and its rationale. It describes some key characteristics of the function, drawing on a comprehensive survey of public affairs departments in late 2003. The function has become more senior and strategic, more closely aligned to business imperatives and with stable or growing budgets. It identifies areas of increased attention for practitioners, including support for organization transformation and culture change, stakeholder relations as a line, as well as staff function, reputation management and sustainability reporting.

Copyright © 2005 John Wiley & Sons, Ltd.     

Activists playing a dual role: identities,organizational goals,and public relations practices

• This study explores the relationship among identities, goals, and public relations practices of an activist organization through in‐depth interviews and document analysis. Findings suggest different levels of the participant organization's identity in communication with its different audiences. In playing its dual role (as a “public” to its target organizations and a “public communicator” to its own publics), the organization acts as an honest representative voice and a credible source of information to both parties, a process that requires a balance position compatible with its mission. Its public relations practices were found to be consistent with the identities it appropriates and the values it respects.

Copyright © 2009 John Wiley & Sons, Ltd.     

Intra-Executive Competition between President and Prime Minister: Patterns of Institutional Conflict and Cooperation under Semi-Presidentialism

The article examines the dynamics of political competition over the control of the executive that shapes the coexistence of popularly elected presidents and prime ministers in semi-presidential regimes. It explores how variation in the political status of cabinet and the character of the party system, as well as differences in presidential and parliamentary powers over the cabinet, affects both the type and intensity of intra-executive conflict in democratic and semi-democratic environments. It demonstrates that presidents' and prime ministers' strategies in intra-executive relations in both types of political environment are systematically affected by the nature and extent of cabinet's political support in parliament, as well as by the degree of presidential control over cabinet.     

第三部门与社会支持网络的构建——以受歧视和污名人群为例

伴随着我国各项改革的深入和社会转型,国家发生了许多深刻的变化,取得了巨大的成就,同时也滋生了许多社会不和谐因素,比如歧视和污名问题.改革开放既为中国第三部门创造了巨大的发展空间,也使污名和歧视问题日益严峻,导致改革面临重重困境.针对这一问题的研究有助于社会发展和经济发展的顺利进行.在对这一群体构建支持网络的过程中,明显地显现政府失灵和市场失灵,而新兴的第三部门介入该领域成为必要和可能.欲将第三部门与污名和歧视问题结合起来,以第三部门发展所取得的成就为突破口来寻求该问题的解决不失为一种新的途径.通过对目前该领域中第三部门的经验获得、问题所在、未来发展和建议意见等方面的探讨,旨在促进我国歧视和污名现象的减弱和第三部门的完善与发展.     

PUBLIC SERVANTS AND THE BRIEFING OF PARTY COMMITTEES

Abstract: Politicians need information. In recent years the practice of public servants briefing party committees has been expanded to help fill that need. In part this was due to the increased influence of caucus committees under the Labor government, but the practice has continued. Public servants provide information and explanations of policy to government and opposition members, although in the latter case public servants have to tread carefully. In December 1976 the Prime Minister tabled guidelines to govern these briefings. This innovation has implications for the doctrines of public service neutrality, for ministerial responsibility and for the capacity of the opposition to develop workable policy. Despite the potential problems that may arise, it is a practice that, if used effectively, can only assist in the improvement of political debate.     

CURRENT DEVELOPMENTS IN CANADIAN PUBLIC ADMINISTRATION

Little more than a decade ago the basic structure of the Canadian public service was radically reformed. In accordance with recommendations of the Glassco Royal Commission on Government Organisation the central agencies were restructured and their relations with departments reconstructed to shift as much as possible the location of responsibility for financial and personnel management to the departments. The Treasury Board, a statutory committee of Ministers, separated from the Department of Finance which handles economic and revenue policy, became the Government's management agency responsible for budgeting as well as financial and personnel administration. It was also cast in the role of "employer" for purposes of collective bargaining, which was introduced into the Service at the same time and thereby aligned labour relations in the Service with the system which had prevailed in the private sector since the Second World War. Responsibility for recruitment and promotion of staff according to "merit" was vested in the Public Service Commission, an independent agency reporting directly to Parliament, which also has some advisory functions in respect of training. These legislatively-based changes were accompanied, especially after Mr. Trudeau became Prime Minister in 1968, by construction of an elaborate Cabinet committee system and more policy coordination at the administrative level by an expanded Privy Council Office. Structural change was reinforced by changes in methods of operation. Over the next few years new techniques in budgeting, which was placed on a program basis, policy evaluation and performance measurement were introduced. Under the guiding hand of the Planning Branch in the Treasury Board Secretariat, increasing emphasis was given to planning and research in central agencies and departments.     

中日"友好贸易"述论

20世纪60年代,中日之间有一段特殊的贸易——“友好贸易”往来。它形成于日本内阁更迭、中苏关系恶化之际。在政治原则,贸易原则,政经不可分原则的基础上以一种特殊的方式进行。到了“革”期间,其“政治化”色彩愈加浓烈。     

Public Service and Commercial Broadcasting: Impacts on Politics and Society

This article provides an accessible overview of the growing research literature on the impact of public service and commercial broadcasting and highlights its main implications for policy discussions about the future of public service broadcasting in Western societies. It shows that the populations of countries with public service broad‐ and narrowcasting are better informed about government and politics, are more trusting of other people, have more positive civic attitudes, have greater confidence in democratic institutions and are more likely to engage in democratic politics. Moreover, levels of social trust are higher in countries which have a significant public service element in their media systems, even among individuals who do not habitually watch public TV channels. The article ends with a brief discussion of the implications of this research for the future of public broadcasting in the Western world.     

Does Person‐Organization Fit Matter in the Public ‐Sector? Testing the Mediating Effect of Person‐Organization Fit in the Relationship between Public Service Motivation and Work Attitudes

Public service motivation theory suggests that public service motivation is positively related to work attitudes, but person‐organization fit theory assumes that person‐organization fit completely mediates the relationship between public service motivation and work attitudes of public employees. This article investigates which theory better predicts attitudes toward work, such as job satisfaction and organizational commitment of public employees, by testing hypotheses on (1) whether public service motivation directly influences work attitudes, or (2) whether person‐organization fit mediates the relationship between public service motivation and work attitudes, or (3) whether both hypotheses are true. Using survey data on civil servants in Korea, this article shows that public service motivation has not only a direct effect on but also an indirect effect on job satisfaction and ‐organizational commitment through its influence on person‐‐organization fit.     

Outsourcing in the public services: a comparative analysis of practice,capability and impact

This article analyses thinking and practice concerning privatization and outsourcing in the public services and compares recent trends with the findings of an extensive comparative survey of outsourcing conducted at Cranfield School of Management. Particular attention is paid to the systems and processes being outsourced, their importance to the organization and the impact of outsourcing on public service organizations. The results of the survey suggest that public service managers are more skilful than managers from the private sector at handling the transactional aspects of outsourcing. However, managers from public service organizations, unlike managers from the private sector, assert that outsourcing is damaging the running of public service enterprises. It is concluded that until the political and administrative processes are more closely aligned public service managers will continue to hold a more negative view of outsourcing. Copyright © 2001 John Wiley & Sons, Ltd.     

Leadership with an Enduring Impact: The Legacy of Chief Burtell Jefferson of the Metropolitan Police Department of Washington, D.C.

On January 13, 1978, after nearly 30 years of public service, Burtell Jefferson became the first African American to serve as chief of the Metropolitan Police Department of Washington, D.C. This profile describes his personal and professional journey and describes—from the perspective of a cadre of active and retired police chiefs and chief executive officers—the impact of Jefferson's career on the Metropolitan Police Department and policing in America more broadly. Jefferson's story, an exemplary illustration of public sector leadership, has profound implications for contemporary efforts to ensure the equality of employment opportunity. Jefferson's career provides a model of effective leadership that is applicable across organizations and sectors. He not only led his organization well but also encouraged and developed generations of future leaders.     

The Future of the Public Service Workforce: A Dialogue

It has been widely suggested that public service delivery of the future will be different to that of today. Added to this, we are currently witnessing significant changes in terms of the nature of work. Taken together these developments signal that we will see transformation in terms of the role of public servants and the public service workforce. Against this background, this paper presents a dialogue on the future of the public service workforce between Helen Dickinson and Helen Sullivan of the Melbourne School of Government, University of Melbourne and Graeme Head, New South Wales Public Service Commissioner. This paper offers insights from academics actively engaged in teaching the future public service workforce and a public service commissioner actively working to make a reality of a vision of the future.     

The Public Service Mutual: Theories of Motivational Advantage

Public service mutuals are a form of employee‐led organization in which service workers spin out of the public sector to form “mutuals” that contract back with government to provide a service. This article draws on economic and psychological theory to demonstrate that mutuals can align both self‐interested and altruistic or public service motivations so as to serve the social good; moreover, by offering greater autonomy to public service professionals, mutuals are predicted to encourage energetic and persistent behaviors. In both cases, there is an advantage over alternative forms of organization such as the public sector bureaucracy, the shareholder‐owned private firm, or the nonprofit organization. The employee‐led mutual form, however, may not appeal to risk‐averse workers, its collective decision‐making systems may be inefficient, and external mechanisms may be required to ensure that organizational outcomes are always directed toward the social good.     

Perceived public condemnation and avoidance intentions: The mediating role of moral outrage

The effects of intrapersonal emotion on consumers' behavior have long been studied, but the effects of interpersonal emotions on public's intentions remain poorly understood. People often get angry when they observe injustice with others but not themselves. Drawing on emotions as social information theory, we investigated how perceived public condemnation (knowledge that other also condemn a particular norm violation by an organization) affects the moral outrage of public and their future intentions toward the organization. A quantitative study was empirically examined through a sample of 107 users of a leading riding service in Pakistan. Data were analyzed through statistical tools (IBM SPSS & AMOS 21). Finding shows that perceived public condemnation was positively correlated with moral outrage and avoidance intentions of individuals. However, moral outrage mediates the association between perceived public condemnation and avoidance intentions of the public. The implications highlight the importance of a community's social norms and values to gauge the organization's reputation in people's eyes.     

The Push and Pull of Ministerial Resignations in Germany, 1969–2005

When and why are cabinet ministers forced out of office? We argue that ministerial resignations cannot be understood as mechanistic consequences of serious personal or departmental errors as the classical responsibility hypothesis implies. Rather, they follow a systematic political logic. Cabinet ministers have to resign whenever the prime minister perceives the political costs of a minister staying in office to be higher than the benefits of keeping the status quo. We test this argument with resignation events in Germany in the period 1969 to 2005. Based on detailed data collection, we find 111 resignation events, i.e. serious public discussions about a cabinet minister's future, 14 of which ended in resignation. These data are analysed employing statistical as well as Qualitative Comparative Analysis based on Boolean algebra to detect patterns of ministerial resignations.     

Public affairs enters the US President's subcabinet: creating the first assistant secretary for public affairs (1944 –1953) and subsequent developments

• A majority of US cabinet departments now have an assistant secretary for public affairs. As a subcabinet office, such appointments are presidential nominations and require Senate confirmation. Given Congress's general hostility to public affairs in the US executive branch, how did such a position first come into being, thereby creating the precedent and a template for other departments? This historical inquiry identifies the US State Department as the first with an assistant secretary for public affairs. However, the office only gradually emerged as a staff position, with Congress never having an opportunity to vote on the principle of creating such a subcabinet office. Once established, other cabinet departments gradually followed suit, to the point that such positions are now routine in Washington, DC.

Copyright © 2008 John Wiley & Sons, Ltd.