Communist Successor Parties And Coalition Formation In Eastern Europe

One of the most distinctive features of new democracies is the presence of political parties associated with the old, repressive regime. This article investigates whether or not the Eastern European variant of these parties, which we call communist successor parties (CSPs), has affected coalition politics. It finds that CSPs do have significant effects on the dynamics of coalition formation. CSPs are less likely than other parties to be included in governing coalitions; coalitions that include CSPs are more likely to be oversized (that is, to include superfluous parties); and CSPs that make it into government are penalized, insofar as they receive less than their fair share of governing portfolios. We attribute these results to the salience of the regime divide—the affective dislike of many citizens for the legacies of communism. Our results extend research on coalition behavior to Eastern European contexts and show how affective dislike combined with vote‐seeking motivations can affect governing behavior.     

Trends in the Higher Civil Services of Anglo-American Systems

The managerial reforms that have been implemented in the public sectors of many countries over the past decade are part of an international trend (Aucoin 1990, 134). Managerial reform in public administration can be seen as a Zeitgeist , a pervasive idea whose time has come. As Caiden (1988, 354) points out, effective administrative reform can be sustained only by a "crusading spirit" or the burning flame of idealism, and such a flame has blazed up in the past ten years. History may well show that the managerial reforms of the late 20th century had as dramatic an impact on public administration as the merit reforms of the late 19th century.
These managerial reforms have invariably involved an emphasis on giving the public better value for money, and have usually included the introduction of efficiency measures and corporate planning techniques, the improvement of financial management procedures, the assessment of performance in terms of results against goals, the adoption of private sector human resource management practices, and the use of management information systems and other management tools. The implementation of such managerial reforms has typically been heralded by the establishment of a unified elite group of senior executives in the higher civil service. This paper reviews the recent trends in the higher civil services of America, Canada, Britain and Australia, and considers how they exemplify the managerial approach to administrative reform.¹     

Children and Young People in Conflict with the Law: Asking the Hard Questions

Shocking crimes elicit calls to “get tough” on youth offenders, but knee‐jerk responses are inappropriate and potentially dangerous. Although accountability and deterrence are important, rehabilitation is vital for young people who are more likely to benefit from such measures than their adult counterparts. However, balancing these factors raises a number of hard questions. For example, at what age should children be held criminally responsible for their actions, what is the correct role of welfare assistance in the process, and to what extent should state power to deal with child offending be transferred to families, victims, and communities? In assessing eight of these “hard questions,” this paper calls for a principled approach to the treatment of child and youth offenders in line with international human rights instruments.     

UNDERSTANDING CHANGE IN THE NHS

This paper presents a novel and distinctive approach to the study of change within the NHS. Central to the paper's approach is the view that research on change in health care systems should be processual, comparative, pluralist, and historically based. Guiding such a view is a meta-analytical framework which contends that theoretically sound and practically useful research on change should involve the continuous interplay between ideas about the context , the process , and the content of change together with skill in regulating the relations between the three (Pettigrew 1985a, 1985b). The paper has five sections. Section one examines some of the contemporary pressures for change in the NHS and draws attention to the gap which often exists between statements of strategic intention and their operational implementation. Section two reveals our distinctive analytical approach to the study of service changes and clarifies the theoretical underpinnings of our work. Section three offers an extended critical review of recent research and writing on change in health care organizations. Section four summarizes our findings from the literature review and reaffirms the novelty and significance of our chosen approach. Section five provides an overview.     

THE MANAGEMENT OF CHANGE IN WHITEHALL: THE EXPERIENCE OF THE FMI

The Conservative government announced the Financial Management Initiative in 1982. This article is based on research into the genesis, development and impact of the FMI. The findings suggest that the FMI has contributed significantly to the institutionalization of resource management in general and cost awareness in particular. Implementation has been influenced, however, by the differentiation of departmental tasks and contexts, the inevitable tension between management and politics, and the difficulty of meeting the conditions for the successful engineering of cultural change.