DISCIPLINARY APPEALS IN THE NEW SOUTH WALES PUBLIC SERVICE

Abstract: There is a widespread proliferation of bodies such as disciplinary appeals tribunals which review prerogative decision-making activities of managements. Yet scant analysis of their operation has taken place. This paper presents data concerning the operation of the New South Wales Government and Related Employees Appeal Tribunal. The nature of disciplinary appeals, the tribunal's decision-making behaviour and the subsequent decisions are examined in the light of available explanatory frameworks. It is concluded that the disciplinary appeal body functions as a de facto arm of public sector management rather than as a neutral, juridicial body.     

DEVELOPING A FRAMEWORK FOR MANAGEMENT EDUCATION IN THE VICTORIAN PUBLIC SERVICE

Abstract: The Public Service Board of Victoria initiated a project in March 1989 to plan a framework for the development of competent managers. The methodology involved an examination of the current practices of 23 organisations, together with a worldwide literature search. The major findings were that the managerial task is similar across sectors, but the manager level and the environment are qualifying variables; that training, management education and development in private sector organisations and statutory bodies has total commitment from the chief executive, is closely linked to the business plan, forms part of an integrated human resource management system, and is continually reinforced by the organisation's culture and values; and that there is no strategic and focused approach to developing managers across the Victorian Public Service. The 21 recommendations covered the areas of investment and commitment, the development of a systematic approach by providing quality management programs based on core managerial competencies and the integration of training, education and development with performance management processes.
The implementation plan calls for pump-priming funds for resourcing and delivering high quality programs, a change in the culture, the adoption of a set of principles, the establishment of a management education unit, acceptance of a common language of competence for managers, and an integration of education and development needs with corporate plans through the performance improvement system. Commitment to implementation should result in a systematic approach to the formation of competent managers with the benefits flowing to the community through improved services, the government gaining by increased performance of the agencies, and public servants being able to reach their full potential.     

AMERICA AND SOUTH AFRICA

The Reagan policy of constructive engagement was not really mean to succeed; it was meant to make apartheid palatable. Convinced that the contest between the United States and the Soviet Union overrides all other considerations of international relations, the Reagan administration has always been prepared to tolerate apartheid as the "lesser evil," and when apartheid is overthrown, this country may be in an active insurgency against the new regime. These policies are contrary to the American political tradition and the rules of international law.