The Bill of Rights and beyond : a resource guide.

"September 1990."

Information about Postmaster Positions; First-, Second-, and Third-Class Post Offices

Title Varies: Information Regarding Postmaster Positions Filled Through Nomination by the President for Confirmation by the Senate

Federal career directory; a guide for college students.

Mode of access: Internet.

Development of test items for the entry-level social worker class in selected State and local jurisdictions /

Photocopy. Springfield, Va. : U.S. Dept. of Commerce, National Technical Information Service, 1977. -- v, 74 leaves ; 28 cm.

Biennial report.

1906-1908 has title: Second biennial report of the State Civil Service Commission of Wisconsin from December, 1906, to July, 1908, inclusive.

Decisions of the United States Merit Systems Protection Board

Decisions in actions brought before the U. S. Civil Service Commission, as well as in cases initiated before the U. S. Merit Systems Protection Board under the Civil Service Reform Act of 1978

Union representation provisions in federal labor agreements /

"May 1976."

Negotiability determinations by Federal Labor Relations Council (FLRC) : January 1, 1970 to June 1, 1978.

"USCSC/OLMR-78/05."

Annual report

"A report covering the period from organization to November 30, 1907, was filed with the governor, as required by law, but was not printed." cf. First annual report. p. [3]

Going up? Women in the public sector

Abstract: Purpose – This paper aims to document women's reflections on their careers over a ten-year period to provide quantitative baseline data on which to frame follow-up in-depth interviews. The participants work in the public service in Queensland (Australia) and had been recommended for, and participated in, women in management (WIM) courses conducted in the early 1990s. Design/methodology/approach – Data were collected by means of a survey (containing closed and open items) which gathered demographic data and data related to employment history, perceptions of success and satisfaction, and the women's future career expectations. Findings – Findings revealed that the percentage of women in middle and senior management had increased over the ten-year period, although not to the extent one might have anticipated, given that the women had been targeted as high flyers by their supervisors. While not content with their classification levels (i.e. seniority), the majority of the cohort viewed their careers as being successful. Practical implications – Questions arise from this study as to why women are still “not getting to the top”. There are also policy implications for the public service concerning women's possible “reinventive contribution” and training implications associated with women only courses. Originality/value – The study is part of an Australian longitudinal study on the careers of women who attended a prestigious women-only management course in the early 1990s in Queensland. This is now becoming a study of older women.

Policy into practice:a study of public policy implementation and the role of learning

Public policy becomes managerial practice through a process of implementation. There is an established literature within Implementation Studies which explains the variables and some of the processes involved in implementation, but less attention has been focused upon how public service managers convert new policy initiatives into practice. The research proposes that managers and their organisations have to go through a process of learning in order to achieve the implementation of public policy. Data was collected over a five year period from four case studies of capital investment appraisal in the British National Health Service. Further data was collected from taped interviews by key actors within the case studies. The findings suggest that managers do learn to implement policy and four factors are important in this learning process. These are; (i) the nature of bureaucratic responsibility; (ii) the motivation of actors towards learning; (iii) the passage of time which allows for the development of competence and (iv) the use of project team structures. The research has demonstrated that the conversion of policy into practice occurs through the operationalisation of solutions to policy problems via job tasks. As such it suggests that in understanding how policy is implemented, technical learning is more important than cultural learning, in this context. In conclusion, a "Model of Learned Implementation" is presented, together with a discussion of some of the implications of the research. These are the possible use of more pilot projects for new policy initiatives and the more systematic diffusion of knowledge about implementation solutions.

Accounting and the emergence of care pathways in the National Health Service

This paper examines the effects of New Public Management reforms on the information infrastructure underpinning the work of public service professionals. Focussing on the case of the British National Health Service (NHS), the paper argues that hospital accounting reforms played a significant role in the emergence of standardised models of clinical practice. The paper moreover argues that, under the label “care pathways”, such standardised models of clinical practice became embedded in the information infrastructure of the NHS and concludes by discussing their implications for the work of doctors and hospital accountants.

Szemléletbeli dilemmák a Public-Private Partnership menedzsmentjében = Management dilemmas in Public-Private Partnership projects

A tanulmány a Public-Private Partnership (PPP) immanens logikai kihívásai közül két kiemelt kérdést elemez: az állami fél közszolgálati-közigazgatási beágyazottságából eredő dilemmákat, valamint az állami és a magánfél eltérő kulturális hátteréből eredő feszültségek jellemzőit. A PPP projektek gyakorlati megvalósítása szempontjából e két kardinális kérdés kifinomult elméleti hátterébe nyújt bepillantást. A közszolgáltatási dilemmák közül azonosítja és tárgyalja a jogszerűség vs. eredményesség, a hatékonyság vs. eredményesség, a centralizáció vs. decentralizáció, a közérdek vs. egyéni szabadságjogok védelme, valamint a kormányzat kicsinyítése vs. jogbiztonság védelme, és a vállalkozói szemlélet vs. közszolgálatiság közti egyensúlyozás kihívásait. Az állami és az üzleti fél kulturális különbözőségének központi motívumaként a döntéshozatalbeli különbséget ragadja meg, és a bizalom szerepét hangsúlyozza a működőképes modell megtalálásának lehetőségeként. = This study analyses two cardinal issues of Public-Private Partnership (PPP) projects’ immanent challenges: the management dilemmas of public services/governance, and the tensions between the private and public parties due to their different cultural imbeddedness. It provides theoretical insights into these two issues of practical relevance. As public service management dilemmas, it identifies the trade-offs between rights vs. effectiveness, efficiency vs. effectiveness, centralization vs. decentralization, protecting the public interest vs. individual freedom, minimizing government vs. protecting human rights, the entrepreneurial approach vs. public service ethos. The study captures the cultural difference between the public and the private parties in their different approaches to decision making, while it concludes that the role of trust is key in finding feasible solutions for PPP models.

``This is your brain on drugs'': The public policy of anti -drug programming. An exploratory analysis of media and other sources of drug information for adolescents

In the 1980s, government agencies sought to utilize research on drug use prevention to design media campaigns. Enlisting the assistance of the national media, several campaigns were designed and initiated to bring anti-drug use messages to adolescents in the form of public service advertising. This research explores the sources of information selected by adolescents in grades 7 through 12 and how the selection of media and other sources of information relate to drug use behavior and attitudes and perceptions related to risk/harm and disapproval of friends' drug-using activities.^ Data collected from 1989 to 1992 in the Miami Coalition School Survey provided a random selection of secondary school studies. The responses of these students were analyzed using multivariate statistical techniques.^ Although many of the students selected media as the source for most of their information on the effects of drugs on the people who use them, the selection of media was found to be positively related to alcohol use and negatively related to marijuana use. The selection of friends, brothers, or sisters was a statistically significant source for adolescents who smoke cigarettes, use alcohol or marijuana.^ The results indicate that the anti-drug use messages received by students may be canceled out by media messages perceived to advocate substance use and that a more persuasive source of information for adolescents may be friends and siblings. As federal reports suggest that the economic costs of drug abuse will reach an estimated $150 billion by 1997 if current trends continue, prevention policy that addresses the glamorization of substance use remains a national priority. Additionally, programs that advocate prevention within the peer cluster must be supported, as peers are an influential source for both inspiring and possibly preventing drug use behavior. ^

Alinhamento estratégico da TI: o caso da UFRN

It is considered that the Strategic Alignment IT is the first step within the IT Governance process for any institution. Taking as initial point the recognition that the governance corporate has an overall view of the organizations, the IT Governance takes place as a sub-set responsible for the implementation of the organization strategies in what concerns the provision of the necessary tools for the achievement of the goals set in the Institutional Development Plan. In order to do so, COBIT specifies that such Governance shall be built on the following principles: Strategic Alignment, Value Delivery, Risk Management, Performance Measurement. This paper aims at the Strategic Alignment, considered by the authors as the foundation for the development of the entire IT Governance core. By deepening the technical knowledge of the management system development, UFRN has made a decisive step towards the technical empowerment needed to the “Value Delivery”, yet, by perusing the primarily set processes to the “Strategic Alignment”, gaps that limited the IT strategic view in the implementation of the organizational goals were found. In the qualitative study that used documentary research with content analysis and interviews with the strategic and tactical managers, the view on the role of SINFO – Superintendência de Informática was mapped. The documentary research was done on public documents present on the institutional site and on TCU – Tribunal de Contas da União – documents that map the IT Governance profiles on the federal public service as a whole. As a means to obtain the documentary research results equalization, questionnaires/interviews and iGovTI indexes, quantitative tools to the standardization of the results were used, always bearing in mind the usage of the same scale elements present in the TCU analysis. This being said, similarly to what the TCU study through the IGovTI index provides, this paper advocates a particular index to the study area – SA (Strategic Alignment), calculated from the representative variables of the COBIT 4.1 domains and having the representative variables of the Strategic Alignment primary process as components. As a result, an intermediate index among the values in two adjacent surveys done by TCU in the years of 2010 and 2012 was found, which reflects the attitude and view of managers towards the IT governance: still linked to Data Processing in which a department performs its tasks according to the demand of the various departments or sectors, although there is a commission that discusses the issues related to infrastructure acquisition and systems development. With an Operational view rather than Strategic/Managerial and low attachment to the tools consecrated by the market, several processes are not contemplated in the framework COBIT defined set; this is mainly due to the inexistence of a formal strategic plan for IT; hence, the partial congruency between the organization goals and the IT goals.