城市父母对青少年子女性教育知识和态度的调查

本文通过对北京、上海和西安三个城市的841位有青少年子女的父母的问卷调查,了解他们的性知识水平和对性及对青少年性教育的态度。调查发现,大多数父母具备一定的性生殖、艾滋病和性保健及性行为等方面的知识;对性持较为开放的观念;对在家庭和学校开展对青少年的性教育持肯定态度。调查还发现,父母的教育程度越高,性知识水平越高;父母性知识水平越高,对性及对青少年性教育的态度也越积极。     

The Effects of E-Government on Trust and Confidence in Government

Trust in government has been declining for more than three decades now. E-government has been proposed as a way to increase citizen trust in government and improve citizen evaluations of government generally. Using two-stage models to analyze recent Pew survey data, this research explores the relationship between e-government use, attitudes about e-government, and trust in government. There is a statistically significant relationship between trust and use of a local government Web site, as well as other positive assessments of federal and local governments. The evidence suggests that e-government can increase process-based trust by improving interactions with citizens and perceptions of responsiveness. The findings are theoretically important for reconciling the conflicting research on the effects of e-government and for understanding variations by level of government. Citizen attitudes toward government, including trust, are core concerns for democratic governance and public administration.     

Leadership and the Transformation of a Major Institution: Charles Rossotti and the Internal Revenue Service

Charles Rossotti took the helm at the Internal Revenue Service in 1997 amid complaints of abuse of both IRS workers and taxpayers. Did he succeed at improving the agency’s image without sacrificing its principal mission to enforce the tax code fairly and effectively? This retrospective on Rossotti’s five‐year tenure suggests that he, his leadership team, and teams of IRS employees managed effective changes that substantially improved services to taxpayers and the administration of a beleaguered revenue‐collection system. His leadership offers valuable lessons and insights for administrators in all settings. Are there invaluable lessons that public administrators might learn from Rossotti’s management strategy?