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“Outcome” orientation has been emphasized in performance measurement and reporting in recent years. Using budgetary documents of the largest cities in the United States, this paper analyzes more than 4,800 performance measures reported by 21 cities to show that clear progress toward outcome‐oriented performance measurement has been made. It also shows that the selection of performance measures differs among types of municipal services and is driven partly by professionalism in city management and the influence of professional organizations. The paper concludes by discussing the implications of the findings and potential future improvements of performance reporting. 相似文献
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学校场域为弱势群体的生存关注及人关怀提供了一个独特的研究视角。学校场域所呈现的关系网络、意义空间、中介形塑以及资本的争夺、惯习的潜沉等诸多特征,将更淋漓尽致地呈现“此时此地”处境不利的弱势群体被遗忘、被贬损、被误读和被过度解释的经过与历程,并可能发对教育实践的更多反思。 相似文献
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We calculate the rally 'round the flag effect (Mueller, 1970, 1973) for all 41 U.S. foreign policy crises, 1950–1985, identified by the International Crisis Behavior Project (Wilkenfeld, Brecher, and Moser, 1988). The mean change in the president's approval rating is surprisingly small: 1.4 percent among all respondents. The greatest influences on the rallying effect of a crisis are whether or not the United States is involved in an ongoing war and, especially, theNew York Times's coverage of the president's major response to a crisis. When a major response is reported in the headlines, the rally is more than 8 percentage points greater,ceteris paribus, than when it is not reported on the front page. TheNew York Times's reporting is influenced by the nature of the president's response, the efforts of his administration to publicize his actions, the degree of Soviet involvement, the location of the crisis, and the willingness of opposition leaders to take a newsworthy position regarding the president's performance. 相似文献
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Anna Yeatman 《Australian Journal of Public Administration》1990,49(1):17-22
In a recent intervention within the debate about the managerialist reconstitution of Australian public bureaucracies, the Secretary of the Commonwealth Department of Finance, Michael Keating (1989, p.124), sums up what he calls the raison dêtre of the reforms "as changing the focus more to 'management for results'". He proposes that the aim in this has been "to focus management attention on the purposes of programs and the cost-effective achievement of outcomes rather than simply on inputs and processes". 相似文献
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Anna Yeatman 《Australian Journal of Public Administration》1987,46(4):339-356
Abstract: The adoption of the discourse of management by Australian public services in the 1980s can be seen as a cultural revolution. Results-oriented management, subordinated to economic considerations, is the dominant approach. The upper levels of the public services have been remodelled in the form of a technically-oriented elite recruited on merit, defined in terms of higher education credentials, drawing a technical intelligentsia, or "new class", into public employment. Although "people and process" approaches, espoused in particular by women, find a place in the new culture, they are subordinated to the demands of scientific management. While the technical intelligentsia is resistant to traditional forms of bureaucratic authority and open to rational debate and new ideas, its members are not well equipped to take account of the substantive concerns of public policy and service provision. The distinctiveness of public management is submerged by inappropriate private sector models, and issues tend to be reduced to economic ones. The paradox that this culture has risen to prominence under Labor governments is explored and the developments are placed in the context of contemporary demands placed on the Australian state by private capital. 相似文献