论中共中央政治局集体学习制度

中共中央政治局集体学习制度是一项重大的制度创新.本文剖析了新一届中央政治局从首次集体学习到最近一次集体学习以来23次学习的主要内容,论述了中央政治局集体学习制度的特点和伟大意义.     

Tackling Corruption at its Source: The National Corruption Prevention Bureau

In Spring 2007 as part of its ongoing anticorruption efforts, the PRC announced the establishment of a new organization called the “National Corruption Prevention Bureau” (NCPB). The article first examines the origins of the NCPB and its position in the current Chinese anticorruption regime. The NCPB will concentrate primarily on information collection and coordination work. Given these goals, This article examines the organization’s potential for improving work in three areas related to information collection and coordination; increased oversight of the private sector, improving information quality and dissemination, and strengthening routine anticorruption activities. The final section examines potential problems that will likely limit the ability of this new organization to improve anticorruption work, such as the possibility of increasing complexity within the anticorruption system, and the NCPB’s limited independence from the agencies it seeks to coordinate.

社会秩序局：综合行政执法管理体制的完善途径——基于对北京城管的调查

综合行政执法体制在实践中暴露出了很多问题,也是理论界和实务界探讨的热点.对此,从行政法理论上应如何解读,如果保留该体制,以后应如何改革,其改革原则是什么等问题都是目前亟需澄清的.特别是如何运用正确理论,对综合行政执法体制中的问题进行甄别,辨清其中哪些规定是好规定,哪些是该废除的规定.哪些是需要完善之处.本文在对综合行政执法进行深入调查的基础上,以行政法相关原理为指导.试图对以上问题进行初步的探讨.     

The Joint Intelligence Bureau: (Not So) Secret Intelligence for the Post-War World

Abstract

In 1946 veteran British intelligence officer Kenneth Strong undertook the Directorship of a new intelligence organization, the Joint Intelligence Bureau (JIB). The JIB absorbed the responsibilities of several wartime intelligence organs, and was responsible for economic, topographic, and aspects of scientific intelligence on an inter-service basis. Its responsibilities grew over the following 18 years; most notably, it absorbed atomic intelligence in 1957. When the Defence Intelligence Staff was created in 1964, absorbing the JIB and the individual Service agencies, JIB was at its heart and Kenneth Strong its first Director. The organization conducted key work in the early Cold War, was at the centre of an international network of Joint Intelligence Bureaux, and was an important stepping stone in the movement to centralize military and military-relevant intelligence in Britain – but the historiography pays it surprisingly little attention. This paper introduces the JIB and various aspects of its work, and demonstrates that its low profile in the historiography is unjustified.     

北京市局级领导干部胜任力状况及培训对策研究

本文依据问卷调查数据,从必备知识、必要工作能力和个人特征三个方面考察了北京市局级领导干部胜任力的优势和不足,并从培训的原则、课程体系、教学方法、组织管理等方面提出了提高北京市局级领导干部胜任力的对策建议。     

房管局档案管理在文化软实力发展中的创新

在文化软实力上升为国家战略的现实背景下,房管局档案管理面临着提升文化软实力的创新发展。依据国内房管局档案管理的客观情况,档案管理至少可以在"软件"建设、教育职能两个方面实现创新发展。     

The secret service department: a British Intelligence Bureau in mid-Victorian London,September 1867 to April 1868

In December 1867 the Earl of Derby's government established a ‘Secret Service Department’ in London to extend Dublin Castle's anti- Fenian intelligence network to England and to contend with the perceived threat posed by domestic and international secret societies. This secret detective force – an early English intelligence bureau – lasted only until April 1868, but its disbandment reflected practical and administrative difficulties rather than a pervading prejudice towards spying. Indeed, the motivations for founding the department and the actions of those involved suggest that long before the establishment of the Special Branch in the 1880s, need rather than principle determined official actions in regard to political espionage.     

Leveraging Technologies in Public Agencies: The Case of the U.S. Census Bureau and the 2010 Census

Emerging technologies are transforming government agencies and the nature of governance and pose new challenges for public managers. Under the leadership of Steven J. Jost, associate director for communications, the U.S. Census Bureau leveraged emerging technologies during the 2010 Census to complete the project under budget while also engaging citizens through the design of viable participatory platforms. The 2010 Census campaign focused on increasing response rates and encouraging citizen participation through innovations in the communication process with citizens and through the infusion of technology. The Census Bureau also effectively managed risks associated with the use of emerging technologies. The authors examine the innovations, the risks, and the effort to manage those risks under Jost’s leadership.     

Gender and the Personal Shaping of Public Administration in the United States: Mary Anderson and the Women's Bureau, 1920–1930

Scholars of public administration in the United States traditionally view the 1920s as a decade when the administrative orthodoxy, emphasizing efficiency and organizational structure, dominated the field. This viewpoint recently has been challenged by arguments that the social justice–oriented views of women progressives and the philosophy of pragmatism also influenced public administration. However, no one has examined how women public administrators implemented exceptions to the prevailing, masculine viewpoints of administrative objectivity and the strict dichotomy between politics and administration during the 1920s. Using Mary Anderson (1872–1964), the longtime director of the U.S. Department of Labor's Women's Bureau, as a case study, this article examines how her experiences as a woman worker and labor organizer influenced her advocacy of an alternative view of public administration, and how, from 1920 through 1930, she established the Women's Bureau within the prevailing orthodoxy yet also made the government agency a notable exception through its vigorous support of social justice feminism, particularly during and after the 1926 national Women's Industrial Conference.     

Thinking about defence intelligence: Victor Cavendish-Bentinck,Denis Capel-Dunn,Kenneth Strong and the Joint Intelligence Bureau as foundation for the Defence Intelligence Staff

Abstract

The Defence Intelligence Staff’s closest relative was the Joint intelligence Bureau. The Bureau was created in 1946 as part of the post war reorganization of the intelligence machinery, consolidating a number of wartime organizations. It was a centralized organization, providing defence intelligence to customers in the armed forces and government. The Bureau was founded with the objective of implementing several lessons that had been identified in the Second World War concerning the organization and management of intelligence. This paper examines the particular lessons the Bureau’s founders and its leader had learned, and the ideas they sought to ingrain in the organization. It asks what kind of foundation the Bureau provided for the DIS, when it merged with the service intelligence directorates in 1964.     

“Editorials at a Glance”: Cultural Policy,Gender, and Modernity in the World War I Bureau of Cartoons

Cultural policy during the Great War, rather than radiating from the central government, evolved from contemporary culture—propaganda, movies, and mass media. The state was a player, but quasi‐public organizations such as propaganda agencies, non‐state actors like the YMCA, and “public opinion” played important roles. The Committee on Public Information (CPI)—the government's propaganda committee—influenced Americans through books, advertisements, posters, and cartoons. This essay examines two of the CPI's efforts: the Bureau of Cartoons and the Division of Pictorial Publicity. In these materials, we can see the intersection of class‐based notions of gendered idealism and a developing media state's use of a sentimental culture of the Victorian middle‐class to represent and motivate the nation. With staff drawn primarily from advertising agencies and newspapers, the Committee's work shows how the formulation of cultural policy is the result of complex negotiated processes involving state interests, cultural liaisons, and ideological assumptions.