危机、公共危机和公共危机管理

对于"危机"的概念,不同学者从不同侧面给出不同的定义.危机的分类主要有组德尔和安托可将危机界定为五类等诸种分法.与危机相关的概念有紧急事件、灾难、重大事故和风险等.对于从事公共组织危机研究的人员,他们表述的"危机"与"公共危机"的词意,在内涵和外延上没有本质的区别.像加拿大管理发展中心等组织和学者对其的定义比较典型.危机管理与公共危机管理可作为同一概念来对待,许多学者对其有自己的阐释.危机管理阶段论也有不同的分类,主要有:二阶段论、三阶段论、四阶段论和五阶段论.三阶段四步骤的危机管理过程可被作为公共危机管理研究的基本框架.     

Of ‘Strong’ Leadership,Crisis Communication,and Pooper Scoopers: Change in the Queensland Public Service Under Newman

Governments have historically offered their workforce a public service bargain founded on stable pay and conditions and job security. However, while the Westminster system aims for public service employment to be protected from the whims of government, public servants are nonetheless affected by the political environment in which they operate and changes to this bargain can occur with a new government. This paper focuses on a Queensland public service change process that resulted in large‐scale forced redundancies, non‐renewal of temporary contracts, and legislative changes that nullified the provisions in job security, organisational change, and redundancy policies. Using communication as a lens through which to understand leadership, it examines how the government communicated with the public service about this organisational change, immediately before and after the 2012 election. In particular, through analysis of public and media commentary, speeches and Hansard records, it examines Premier Newman's change leadership and communication by contrasting pre‐election messages to the public service with post‐election messages about the public service and the justifications for change during this period of downsizing. This analysis is used to reflect on political leadership, communication, fair treatment, and trust in public service change.     

多视角的公共行政观——评《公共行政学：管理、政治和法律途径》一书

《公共行政学:管理、政治和法律途径》一书是美国著名行政学家戴维·H·罗森布鲁姆和罗伯特·S·克拉夫丘克的力作,是一部在国际公共行政学领域中享有盛誉的经典著作.首先总结了该书提出的三种不同视角的公共行政观、公共行政未来发展九大趋势及坚持传统公共行政范式,力图将(新)公共管理纳入其框架之中的主要观点.其次,分析了该书将法律途径纳入研究视角、多视角地研究公共行政的多元公共行政观及重视公共行政中民主宪政的重要性三方面的贡献及创新之处.再次,指出本书中的三点不足之处:其一是并未达到作者所预期的"合各种途径"的目的;其二是结构略显庞杂,论述不够深入、细致;其三是视角较为狭隘,仅局限于美国.最后,对于该书对我国的借鉴与启示作用,认为:一方面由于中、美国情差异很大,应该慎重对待该书中的相关理论;另一方面应借鉴该书中适用中国的经验、方法,推进中国公共行政理论与实践的发展.     

The Politics of Monetary Leadership and Followership: Stability in the European Monetary System since the Currency Crisis of 1992

Despite widespread scepticism, there is a fundamental continuity in the stability of the European Monetary System (EMS) before and after the 1992 crisis. Although speculative pressures provoked European leaders to widen the fluctuation bands of the Exchange Rate Mechanism (ERM), thus altering substantially the official commitment of member governments to coordinate monetary policies and exchange rates, the values of currencies in the hardcore of the EMS have remained close to their pre-crisis parities with limited fluctuations. European monetary cooperation continues informally, achieving much more stability than the wide bands suggest. The task of the article is to explain the puzzling continued success of the EMS. First, this article re-specifies the problem of international monetary cooperation as a leader–follower interaction with inherently hierarchical attributes. Second, the article outlines the causes of exchange-rate stability in Europe. Finally, the article emphasizes that French monetary followership is the key to the stability of the post-crisis arrangement and offers a preliminary interpretation of the sources of French behaviour.     

公共危机管理中的府际协作：目标、驱动力与模式

人们习惯于将公共危机管理中的政府视为一个整体,但对危机管理中的府际协作问题却重视不够。政府职能、危机的扩散性和资源有限性要求各级政府必须以协作的方式应对危机,并树立维护安全、提高效益等共同目标。在府际协作达成中既有公共利益等正向驱动力因素,也有地方主义等负向驱动力因素,多种因素在同一场域下进行博弈从而产生主动协作型、命令协作型等协作模式。     

政府公共危机处置的阶段划分与管理对策

公共危机管理是现代政府亟待加强的重要职能之一,为了提高政府公共危机的管理能力,应当科学认识政府危机管理的全过程,正确处置危机管理程序.政府危机管理依据工作重点的不同可分为储备、预警、控制和恢复4大阶段,针对政府危机处置的程序,可以从10个方面加强管理.     

Public Sector Politics, Modernization, and Federalism: The Canadian and American Experiences

The focus of this analysis is an attempt to compare Canadianand American federalism in terms of Samuel Beer's modernizationtheory. In Canada, it is argued that modernization had led tothe enhancement of provincial power rather than the centralizationof the federal system. The Westminster model of parliamentarygovernment contributed to these developments, although the wayin which power is organized in government has been even moreimportant in determining the directions taken by Canadian federalism.     

Pressure,Legitimacy, and Innovative Behavior by Public Organizations

According to New Public Management (NPM) doctrines, public organizations involved in service delivery and policy implementation will be induced to innovative behavior if they have enough managerial autonomy and simultaneously are subjected to managerial pressure, such as result control by government or competition of other providers. This NPM pressure‐response model is tested by using survey data on 84 Flemish public organizations. These tests provide evidence for the assumed effect of NPM‐like pressure on the innovative behavior of public organizations. However, the empirical model shows more complex relationships as is assumed by NPM doctrine. These complex relationships are corroborated and explained by making reference to a multiple‐case study of four Flemish public organizations. An expanded political/administrative pressure‐response model, referring to legitimacy as a motivational force, is suggested in order to explain innovative behavior by public organizations. This model may help to understand the preconditions for spontaneous adaptation of public organizations.     

Public Management Policymaking in Spain: The Politics of Legislative Reform of Administrative Structures, 1991–1997

This case study focuses on extending research knowledge about the politics of public management policymaking in Spain. The case involves legislating to change politically sensitive features of the central government and administration. The study explains such analytically significant event conditions as: an agenda‐setting process that made a policy issue of the formal, structural attributes of state administration, an alternative‐specification process that proceeded without complication, and a decisional process that lasted five years and in which political leaders' positions on the issue flip‐flopped. Broadly speaking, the case analysis demonstrates that when policy proposals take the form of legislation, the politics of public management policymaking in Spain are highly influenced by political stream factors, themselves reflecting Spain's parliamentary form of government and relations between statewide and regional political parties.     

The Social Policies Presidents Make: Pre-Emptive Leadership Under Nixon and Clinton

Grounded in Stephen Skowronek's typology of presidential leadership, this paper furthers our understanding of 'pre-emptive leadership' through a comparative analysis of the welfare and Social Security reforms pursued by US presidents Richard Nixon and Bill Clinton. Although not identical, their experience in these areas provides valuable insight into the difficulty of wielding power in an inhospitable political environment. The paper starts with a brief presentation of Skowronek's typology before discussing the electoral strategies employed by both presidents as they attempted to frame political identities that would allow them to compete successfully in unfavourable ideological and political circumstances. The paper then specifically focuses on the politics of welfare and Social Security reform as the two presidents used these issues as part of their efforts to craft distinctive political images and attract wider electoral support. This comparative analysis reinforces the concept of 'pre-emption' as a valuable tool in understanding presidential behaviour. However, it also underlines the limits of pre-emptive leadership. Pre-emptive strategies can be effective at election time, but they are less likely to succeed in the legislative arena. This reality complicates the presidential search for genuine policy legacies.