Training for development management: Reflections on social know-how as a scientific and technological system

This paper explores the linkages between development, “appropriate” administrative technology and the training of development managers. In so doing, it traces the intimate relationships between development administration, conceptual paradigms and administrative know-how as a scientific and technological system. Orthodoxy, neo-orthodoxy and critical paradigms are discussed and a number of elements to reformulate a development administration paradigm are considered. Based upon this discussion the paper concludes with a tentative outline identifying training needs for development managers and a number of observations about such training: its “appropriatness”, professionalisation and the issue of international cooperation.     

Rapid isolation with Sep-Pak C18 cartridges and wide-bore capillary gas chromatography of some butyrophenones

A simple and rapid method for isolation of five butyrophenones with Sep-Pak C18 cartridges from human samples, and their wide-bore capillary gas chromatography (GC), are presented. The GC was made by both flame ionization and electron capture detections. The drugs contained in alkaline samples were directly applied to the cartridges and eluted with chloroform/isopropanol (9:1). The recoveries with use of the cartridges were excellent for most drugs in both urine and plasma samples. We can recommend the Sep-Pak C18 cartridges for isolation of butyrophenones because of simplicity and rapidity, and also wide-bore capillary GC because of high sensitivity and low decomposition of drugs during passage through the column.     

THE DIPLOMATIC SERVICE: A PERSPECTIVE*

Abstract: The Australian diplomatic service receives a fair degree of criticism, some misconceived, but some directed constructively at improving its economy and efficiency. The traditional objectives of Australian overseas representation are not questioned; rather the debate centres on the vast range of choice in the ways in which these broad objectives can be met—on such matters as how elaborately the task of overseas representation should be performed, where, and how large, overseas missions should be, how the diplomatic service should be staffed, and whether the pattern of coordination between the diplomatic service and other parts of the public service is appropriate. The complex issues involved in these areas of debate form part of the background against which the everyday work of the diplomatic service is set. This work includes political and economic reporting, the usual consular business, and “one-off” occasions ranging from the preparation of major bilateral treaties to war or revolution. Language and cultural differences make the carrying out of these tasks more difficult. Recruits to the diplomatic service are usually graduates in their mid-twenties with strong university qualifications, which are supplemented by formal training and by experience in different posts abroad and in Australia. The trend to greater specialization of diplomatic staff suggests a need for closer contact between the foreign service and other parts of the Australian Public Service, universities and the private sector. The past few years have been a period of questioning and criticism in all parts of the public sector, including the diplomatic service. At the same time the role played by the diplomatic service has grown more difficult. It is time that discussion focused on the key question—the need for comprehensive representation of Australia overseas—rather than on those who service this representation.     

Analytical studies on some nitrogenous hallucinogens

Detection and identification of six members of the nitrogenous hallucinogens (glycolates, benzilates and phenyl acetamides) using thin-layer and gas-liquid chromatography and mass spectrometry were attempted. The methods used are sensitive, valuable and applicable in routine forensic analyses.     

Strategies for promoting technology transfer to the private sector

This article discusses alternative promotion strategies that public policy makers can use to increase the effectiveness and efficiency of technology transfer programs. Three transfer strategies are described; the passive, the role-directed, and the organization-directed strategies. Factors influencing the selection of one of these transfer strategies by policy makers are considered in detail.     

The Office of Management and Budget in a Changing Scene

Authors' Note: It is too early to provide a definitive view and appraisal of the Office of Management and Budget in the Reagan presidency. The discussion that follows is based partly on current and recent articles and a few recent monographs and books, many of which are credited in footnotes. In additon we have relied upon a considerable number of interviews with current participants and alumni of OMB as well as with some observers from outside. It would be impracticable to list those who helped us, but we are grateful to all of them. The substance of this article was completed in mid-July 1982.