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There is a growing need for innovative methods of dealing with complex, social problems. New types of collaborative efforts have emerged as a result of the inability of more traditional bureaucratic hierarchical arrangements such as departmental programs to resolve these problems. Network structures are one such arrangement that is at the forefront of this movement. Although collaboration through network structures establishes an innovative response to dealing with social issues, there remains an expectation that outcomes and processes are based on traditional ways of working. It is necessary for practitioners and policy makers alike to begin to understand the realities of what can be expected from network structures in order to maximize the benefits of these unique mechanisms. 相似文献
Almost half the respondents to a 1990 survey of federal Senior Executive Service personnel said their political activity would increase if Hatch Act constraints on partisan political involvement were removed. More than one-third predicted that if the law permitted, they would distribute partisan campaign literature, organize political meetings, and publicly endorse candidates—activities the Hatch Act now prohibits. Scaling techniques reveal respondents’ present political activity level is 2.58 (on a 1-10 scale), increasing to an estimated 4.07 with Hatch Act liberalization. The potential for expanded political activity is dispersed widely through the SES, but it appears greatest among females, non-whites, youths, newcomers, those with less than a doctorate degree, non-career executives, and respondents supervised by political executives. These findings do not measure the effect of a weakened Hatch Act on the character of the public service. However, if respondents act on their predilections and expand their political involvement, these data have implications for public sector professionalism, nonpartisan administration, and public confidence in government. 相似文献
Academic disciplines, it is argued, have structural reasons for remaining separate from each other. Professional schools, on the other hand, having a built-in test of relevance, draw what they need from different disciplines and are better equipped for inter-disciplinary work, even though they have problems in bridging professional boundaries. But the professions which manage human systems (management, government, planning, policy making) have no such support from the social sciences as, for example, medicine and engineering draw from the natural sciences. They have evolved powerful means of modelling complex human systems but they lack any adequate source of the assumptions needed for such models, since these are culture-determined and historically determined variables, far more dependent on specific time and place.The paper raises for discussion questions related to (a) the inter-relation of the social sciences; (b) their relation to the professional fields in which they might be applied; (c) their relation to the management sciences; and (d) the scope for an all-embracing general systems theory. 相似文献