“TOTALS”: Transfer of technology approached logically and systematically

Most efforts in transferring technology to a specific location are carried out following essentially a research approach. However, imposing the research approach onto a situation for which a specific solution needs to be created or restructured represents an inappropriate transfer of technology. A planning and design approach (PDA) is called for. “TOTALS” is based on planning and design concepts adapted to solving the problems of technology transfer. It is composed of six time-based and repeating phases, comprised of nineteen steps. It is based on four important concepts: a systems view of technology, a Technology Transfer Equation, five different purposeful perspectives regarding technology transfer activities, and a holistic PDA. No particular approach, technique, model or body of knowledge can be said to be predominant.     

Efficacy, Self-Derogation, and Alcohol Use Among Inner-City Adolescents: Gender Matters

Prior studies have found inconsistent relationships between measures of self-concept and adolescent alcohol use. The current study explored whether the link between various measures of self-concept and alcohol use depends on gender. In addition, earlier work suggested a focus on negative self-esteem (i.e., self-derogation) might be more useful in predicting alcohol use. Students (N = 1459) attending 22 middle and junior high schools in New York City completed surveys that included measures of efficacy, self-derogation, and alcohol use. Participants completed surveys at baseline, 1-year follow-up, and 2-year follow-up. Data collectors administered the questionnaire following a standardized protocol during a regular 40-min-class period. On the basis of a longitudinal structural equation model, lower efficacy was related to greater self-derogation a year later across gender. Increased self-derogation predicted higher alcohol use for girls but not boys. These findings are congruent with a literature highlighting the importance of negative thoughts about the self in drinking behavior for women but not men. The results suggest that the alcohol prevention approaches should include material to enhance girls' self-esteem.     

The Contested Council: Conflict Dimensions of an Intergovernmental EU Institution

Recent research has tried to uncover the political space in which the Council of Ministers of the European Union decides. Rather than the left-right conflict or a cleavage between governments with national and supranational attitudes, this article shows that a redistributive dimension, decisively shapes the interactions in this most important legislative body of the European Union. In contrast to extant studies, we employ ex ante rather than ex post preference data and rely on correspondence analysis as a means to identify the underlying dimensions of contestation. The article concludes with an empirical investigation of how enlargement will affect the emerging political space within the European Union. Our quantitative analysis suggests that the gulf between net-contributors and net-receivers will further deepen.     

Administrative ethics as justice

This paper presents an ethical framework for decision-making in public administration based on the preeminent value of justice. In discussion of this framework, the paper deals with three major issues. The first of these is the character of the just administrative decision,, the second is the character of of the just public organization, and the third is the impact of a justice-based administrative ethic on the role of the responsible administrator.     

Management 2000

Public Management 2000 will need to do much more if it is to perform more effectively in an increasingly difficult and challenging environment likely to emerge in the next decade. To make any appreciable difference, it must prepare itself now by internationalizing public service attitudes, adapting to the changing role of the state in society and assimilating the new public managerialism which is beginning to take hold in Western countries. Furthermore, it needs to be much less tolerant of public maladministration, it must improve its public relations image, and it should strengthen its commitment to public service. Above all, public managers must take their own professional commitments more seriously and their professional associations must play a bigger role in promoting better performance. But integrating science and practice will be worthless without professional integrity. Otherwise, Public Management 2000 will just follow Business Management 2000 and remain the poor relative doing an inferior job.

Public managers will look back on the 1980s with some nostalgia. Compared with the numerous challenges that will confront them long before the year 2000, the past decade will appear in retrospect to be a rather peaceful period of adjustment. True, they had to cope with a severe crisis in the downturn of public resources, the quest for external funds and internal economies, the demand for privatization and the divestment of state monopolies, and pressure for improved public sector productivity. In some parts of the world they had acute problems of political instability, civil war, insurrection, economic paralysis, foreign intervention and institutionalized corruption.

Those who look to the 1990s for relief have not had much cause for optimism. The new decade did not begin well. Two specific events stood out. One was the collapse of bureaucratic centralism and the disinte-gration of the East Bloc, presenting an ideological challenge to the Left when the ground was virtually cut from under its feet. The other was yet another Middle East crisis threatening world energy reserves, military confrontation and international intervention that changed the rules of the former world order.

Another ominous trend was the corruption revealed in the transaction of public affairs all around the world, ranging from the stock market scandals in the United States and Japan to illegal international trade in narcotics and armaments, from the collapse of unworthy banking houses to the kleptocracy of dictators. These undermined public confidence in public institu0tions and revealed how government and public admini-stration could not be trusted to protect public interests. Managerialism cannot do much against greed. As Scott and Hart conclude⁽³⁾:

Greed appears to be the hallmark of our times, when corporate raiders loot perfectly sound companies or raid government programs for no other reason than that they are there to be looted and raided. ⁽³⁾

All these problems crowd in on public management and make managing the public's business much more difficult and uncertain.

The 1990s will be volatile and no doubt there are more startling events in store as the world heads into the 21st century. Nothing can be taken for granted any more; there are few givens. Only brave or foolish persons can claim to predict the future, and they are likely to be wrong. Like everyone else, they will be caught off guard by any number of surprising and unexpected happenings, beyond current imagination. The only certainty is that the future will not resemble the present; it will not be a mere continuation of the past. Public sector managers more so than their private sector counterparts will just have to be ready for anything, particularly the hidden twists and turns and cope the best they can in the circumstances. But there is a world of difference between facing the future blind and ignorant or aware and wise (or at least clued-in) and perhaps prepared. If they do not start preparing themselves now, they will certainly be unprepared by the year 2000. One thing is clear -- unless public managers take themselves more seriously, their future will be determined largely by others and that usually means following the business route.