Reflections on public administration,

Mode of access: Internet.

Hemispheric cooperation in the administration of justice.

Mode of access: Internet.

Standards and techniques of public administration with special reference to technical assistance for under-developed countries; report.

Mode of access: Internet.

Public administration and policy development, a case book.

At head of title: The Inter-university Case Program.

Effects of changes in taxes and benefit payments proposed in the administration's 1983 budget for households in different income categories /

"April 1982."

The Origin and development of the CIA in the administration of Harry S. Truman : a conference report.

"CSI 95-001"--Cover.

Co-ordination and public administration in a global economy — A Hungarian point of view

The purpose of social co-ordination mechanisms is to co-ordinate the activities of individuals and organisations specialised in the distribution of work. The paper reviews five basic types of mechanisms: market, bureaucratic, ethical, aggressive and co-operative co-ordination. Today’s world operates on the basis of a duality: international cooperation is based on nation states, in which the public administrations work according to bureaucratic coordination. However, the increasingly globalised market responds to the logic of market coordination. The article argues that in terms of understanding the working of public administration, the various coordination mechanisms are of crucial importance, especially where various mechanisms meet, such as the relationship between nation states and multinational corporations.

Eredményes projektszervezet kialakítása funkcionális, hierarchikus szervezetek esetén: egy példa az államigazgatásból (Development of effective project organization in functional, hierarchical organizations: an example from public administration)

Az államigazgatásban – itthon és külföldön is – a projektek jelentős százaléka időben csúszik, nem azt eredményezi, amit eredetileg elvártak, a szakmai résztvevők szerint túladminisztrált, a munkatársak tevékenysége nem áttekinthető. Ezeknek a problémáknak a nagy része a projektszervezet és a hierarchikusfunkcionális- hivatali szervezet egymás mellett éléséből és a nehezen szinkronizálható együttműködésből fakad. A cikkben egy, a gyakorlatban bevált módszertant mutat be a szerző, amely adott feltételrendszer mellett nagymértékben kiküszöböli a fent említett hiányosságokat és a szervezet napi működésébe illeszkedő tevékenységek sorozatára vezeti vissza a projekttevékenységeket. A módszer egy gyakorlati problémából – a volt APEH-es és VP-s rendszerek integrálása a NAV-ba – indult ki, azonban a szerző véleménye szerint alkalmazható más, funkcionális alapokon felépülő szervezetnél is. _____ The high percentage of public sector projects slips in time, the result is not that what was expected initially, those are overadministrated by according to the professional participants’ opinion, and the activity of staff does not clear. In this article the author describes a best practice methodology, which led the project activities to series of activities which fit to the organization’s daily operations. The method started from a practical problem, but according to the author’s opinion it can be applied to other structured functional basis organizations.

Kultúra és teljesítmény a közigazgatásban (Culture and performance in the public administration)

A szerző dolgozatában egy közigazgatásban végzett kérdőíves vizsgálat eredményeit összegezi. A kutatás alapkérdése: a közigazgatási szervezetek körében hogyan befolyásolja a szervezeti kultúra a szervezeti teljesítményt? A kutatás e kérdést egy hat magyar minisztériumban folytatott kérdőíves vizsgálat révén kísérli meg megválaszolni. ____ In his study the author presents the results of a questionnaire survey of the Hungarian public administration. The main issue of this survey was how to influence the organizational culture the organizational performance in the public administration? This survey would try to answer this issue.

Schizophrenic Public Administration Reform in Hungary. Tension between anti-NPM systemic and pro-NPM organizational reforms

The aim of this paper is to shed the light on the relationship between New Public Management and Hungary’s Zoltán Magyary Public Administration Development Programme. As will be shown, the Magyary Programme has a dual structure. The systemic reforms run counter to the NPM philosophy because the main goal is the centralization of public administration, while NPM clearly advocates decentralization. At the same time, reform proposals on the organizational level conform to NPM. The inconsistencies in the Magyary Programme itself and the probable political and organizational resistance towards its proposals could delay the introduction of reforms on the organizational level.

Schizophrenic public administration reform in Hungary. Tension between anti-NPM systemic and pro-NPM organizational reforms

The aim of the paper is to highlight the main characteristics of the recent Hungarian public administration reform, as well as to reveal the inconsistent nature of some of its elements and to describe the connected risks. The starting point of the article is the Magyary Zoltán public administration development programme. The reform steps are compared to the ideal type NPM approach. The Hungarian public administration reform can be characterized by strong centralization and the revitalization of Hungarian anti-liberal traditions at macro level, and by the support of the enhancement of market rules and management at micro level.

Content and drivers of performance management in agency-type organizations of the hungarian public administration

The improving performance of public administration and the reform of public financing system have been on agenda in Hungary for many years, in accordance with the international trends. However, governments have not expected and supported creating of a performance-oriented public administration in a comprehensive and explicit way. Nevertheless, there are bottom-up initiatives at organizational level, which target performance-oriented organizational function. The research focuses on organizations of central public administration where the successful application of performance management methods is most likely based on the international literature. These are the so called agency-type organizations, which are in Hungary called autonomous state-administration organizations independent of the Government (e.g. Hungarian Competition Authority), government bureaus (e.g. Hungarian Central Statistical Office), and central offices subordinated to the government (either the cabinet or a ministry) (e.g. Hungarian Meteorological Service). The studied agencies are legally independent organizations with managerial autonomy based on public law. The purpose of this study is to get an overview on organizational level performance management tools applied by Hungarian agencies, and to reveal the reasons and drivers of the application of these tools. The empirical research is based on a mixed methods approach which combines both quantitative methods and qualitative procedures. The first – quantitative – phase of the author’s research was content analysis of homepages of the studied organizations. As a results she got information about all agencies and their practice related to some performance management tools. The second – qualitative – phase was based on semi-structured face-to-face interviews with some senior managers of agencies. The author selected the interviewees based on the results of the first phase, the relatively strong performance orientation was an important selection criteria.

A study of the differences among African -American, Hispanic, and Anglo women on the perceived barriers and strategies to career advancement in public school administration

Women have been traditionally excluded from the ranks of principals and district administrators in public school systems throughout the country. Traditionally, Anglo women have been more successful than African American and Hispanic women in breaking down the barriers that impede their ascension to the top. The purpose of this study was to ascertain how African American, Hispanic, and Anglo higher-level female administrators perceive the barriers that hinder their progress, the effects of the barriers, and the strategies to overcome the barriers. ^ Two hundred, sixty female administrators employed with Miami-Dade County Public Schools and serving in the role of principal or higher were mailed a questionnaire consisting of 49 questions centering on personal and professional characteristics, perceptions of barriers, perceived effects of barriers, and strategies to overcome the barriers. One hundred, seventy-five questionnaires were returned. To analyze the respondents' personal and professional characteristics, cross tabulations were conducted on the demographic information and on the strategies. ANOVA was conducted on the barriers and the effects of the barriers by ethnic groups. Tukey's test for post-hoc comparisons was utilized to identify groups with means significantly divergent from those of other ethnicities. ^ The data revealed that Hispanic female higher-level administrators who returned the questionnaire were more likely to be married and have children as compared to Anglo and African American female administrators. When addressing the barriers to career success, African American females had a higher mean score on 14 of the 17 barriers to career success as compared to the other ethnic groups. Hispanic female administrators proved to be more successful in utilizing the strategies to overcome career barriers. The strategy, forming a “New Girl Network,” was the least utilized with 79 of the respondents reporting that they had never used it. ^ It is concluded that there is strong need for female administrators to network, mentor, and support one another. Also, it is imperative that the success of particular groups in certain areas is shared with others. ^