Towards a management renewal of the United Nations — Part II

In the first part of this article, the authors examined the historical and structural factors constraining the effectiveness of the Organization's capacity to carry out increasingly critical global mandates. In a second, concluding part of the article, the authors will suggest a strategy for UN reform and a process for carrying forward a ‘renewal exercise’ to equip the Organization for its role beyond the year 2000. Effective UN administrative reform, unlike so many previous attempts that were characterized by tinkering with its structure or taking isolated measures to improve performance, will require a comprehensive overhaul of, inter alia, the following: the professional management environment and culture, personnel, financial and supportive information management and technologies, the establishment of an effective oversight function and the development of operational management capabilities. The proposed post-50th anniversary ‘renewal exercise’ brings together the governmental, senior management and staff levels of the Organization, along with outside experts, to develop a long-term strategy and an integrated and practically implementable action plan for facilitating UN administrative reform. The exercise would also be guided by global experience and look to its success in charting the future by involving both member states and UN staff. Only such an approach will ensure that accountability for results is effectively in-built.     

Benevolence in Beijing

My brand new bicycle had been stolen! Disbelief. Anger! Disappointment... I had been riding it for only a day,and was as excited as a,well,a boy with a new bike. Even though I only paid what would be the equivalent of half a tank of gas for my truck back home,I was still sorely put out.     

Transcending Thatcherism? Ideology and the Conservative Party Leadership Mandate of David Cameron

This paper examines the voting motivations of Conservative parliamentarians in the final parliamentary ballot of the Conservative Party leadership election of 2005. By constructing a data set of the voting behaviour of Conservative parliamentarians in the final parliamentary party ballot, and by determining the ideological disposition of the 2005 PCP this paper examines the ideological disposition of the candidates' vis-à-vis their electorate. The paper identifies the increasing Thatcherite nature of the PCP across three dominant ideological divides of contemporary British Conservatism-economic, European, and social, sexual and moral policy. Through such an analysis the paper demonstrates how the modernising David Cameron, who came first in the final parliamentary ballot and then won the membership ballot, transcended the traditional ideological voting motivations of candidates' vis-à-vis their electorate. Most significantly, the paper demonstrates that the European ideological policy divide was not a factor in the succession contest, unlike the succession contests of 1990, 1997 and 2001.     

Revisiting the 'Responsibility to Protect'

The Declaration on 'the responsibility to protect' (R2P), unanimously endorsed by the Security Council in April 2006, identified both national and international responsibilities in relation to genocide, ethnic cleansing, war crimes and crimes against humanity. This was highly significant in appearing to accept that the prevention of mass atrocities was a legitimate international concern. Subsequently, there has been some disappointment about the limited practical impact of R2P, and also anxiety that its progress may be impeded by the fear that it is designed to legitimise military intervention. However, this article concentrates on a different concern. Arguing that an earlier version of R2P (in the International Commission on Intervention and Sovereignty of 2001) linked the issues with those of human security and development, it suggests that the contemporary focus is far narrower, undermining its critical potential with regard to the policies of the global North and reducing its appeal to developing countries.     

Tribute to Richard E. Zody

Public budgeting is multifaceted. It draws from areas of study and practice ranging from management to administration to planning. Guided by analysis—enhanced by computational and technical advances—and political systems, it overlays the public sector at every level of government, including local, state, national, and international. It is also the domain of both academics and practitioners. This tribute honors Richard E. Zody by focusing on the multifaceted nature of public budgeting to reflect the career of a man committed to many of these dimensions. The central focus of his career was on improving public budgetary and management systems, and in doing so, he deftly drew from the many dimensions of budgeting. Dick demonstrated in his study, writing, teaching, and application an intellectual interest in two particular themes: the relationship between academics and practitioners; and budgeting and management, which includes the use of analytical skill and strategic planning. Through these interests, Dick impacted many lives.     

Appraising Commitments and Guarantees with Option Prices1

Budgetary decision‐making is prone to myopia and to tunnel vision. Pension commitments suffer from both of these pathologies. In this case, we look closely at the State of Oregon's Public Employee Retirement System to show how the disclosure standards adopted by the Government Accounting Standards Board (GASB) help correct the fiscal vision of state and local governments and further conclude that postemployment commitments ought to be comprehensively examined in GASB's review of its accounting and reporting standards scheduled for 2008, ideally from the standpoint of present‐value budgeting.     

From “New Institutionalism” to “Institutional Processualism”: Advancing Knowledge about Public Management Policy Change

Research on public management reform has taken a decidedly disciplinary turn. Since the late 1990s, analytical issues are less often framed in terms of the New Public Management. As part of the disciplinary turn, much recent research on public management reform is highly influenced by the three new institutionalisms. However, these studies have implicitly been challenged by a competing research program on public management reform that is emphatically processual in its theoretical foundations. This article develops the challenge in a more explicit fashion. It provides a theoretical restatement of the competing “institutional processualist” research program and compares its substantive findings with those drawn from the neoinstitutionalisms. The implications of this debate about public management reform for comparative historical analysis and neoinstitutional theories are discussed.