The Bill of Rights and beyond : a resource guide.

"September 1990."

Proceedings

Mode of access: Internet.

Report

Report year for 1902- , ends Nov. 30, for June 30

New adventures in democracy; practical applications of the democratic idea,

"The unity of theme and purpose which runs through the entire volume is ... [the] effort to seek the how of more democratic functioning of important institutions."--Pref.

Annual and Statistical Report

Successively Issued by: Public Service Commission; Public Utilities Commission

Directory of biomedical institutions in the Union of Soviet Socialist Republics.

"Prepared for the National Library of Medicine under Public Service contract no. PH 43-63-592 with Fordham University."

Work incentive program.

Mode of access: Internet.

Report

Title Varies: 1923-30, Decisions

Healing fractured lives : how three school-based projects approach violence prevention and mental health care.

Mode of access: Internet.

Consequences of feeling dissimilar from others in a work team

This study extended the current literature on group diversity by examining the moderating influence of perceived group openness to diversity on the relationships between perceived individual visible, informational, and value dissimilarity; individual task and relationship conflict; and work group involvement. A survey was administered to 129 public service employees who worked in intact teams. Results revealed that value dissimilarity had a positive association with task and relationship conflict and a negative association with work group involvement. Perceived group openness to diversity moderated the associations between visible and informational dissimilarity and work group involvement, and between value dissimilarity and task conflict. These results highlight the importance of managing differences by introducing norms promoting diversity and the involvement of all team members.

JORNALISMO UTILITÁRIO - TEORIA E PRÁTICA: Fundamentos, História e Modalidades de Serviço na Imprensa Brasileira

Compreender as características e as formas do jornalismo utilitário é o objetivo desta pesquisa. Conhecido também como jornalismo de serviço ou de interesse público, trata-se de um gênero jornalístico a partir do momento em que as mensagens se organizam em modalidades, agregando em seu discurso finalidades próprias, orientação e guia. Para a sua compreensão, realizou-se um estudo bibliográfico com interesse particular de entender as propriedades do jornalismo utilitário, bem como a sua identificação enquanto gênero. No segundo momento, realizou-se uma pesquisa qualitativa, utilizando a técnica de análise documental em jornais brasileiros de referência. Ao final, verificou-se que a evolução das formas e conteúdo dá-se em três fases não excludentes: 1. A publicação dos serviços práticos no início da imprensa do Brasil; 2. A produção dos conselhos, em destaque no século XX; 3. O gênero utilitário como complemento de outros gêneros, prática consolidada no século XIX. E por fim, com proposta didática, a tese apresenta uma taxionomia para o gênero utilitário.

A INSERÇÃO DE BEBÊS EM CRECHES: UM OLHAR PARA AS POLÍTICAS PÚBLICAS

O presente trabalho propõe um estudo sobre a inserção de bebês em creches públicas no município de São Paulo. De acordo com Rosemberg (2010), a infância constitui fase importantíssima na formação da criança e embora a duração da primeira infância seja de curta duração, considerando-se a expectativa de vida de 70 anos, ela constitui a vida inteira dos bebês e das crianças pequenas. Nos dias atuais os bebês ingressam na creche a partir dos quatro meses de idade e lá permanecem por até dez horas. Nesse sentido, esta pesquisa buscou compreender as políticas públicas para esse atendimento, o qual, com a Constituição de 1988, foi considerado a primeira etapa da Educação Básica compondo a Educação Infantil brasileira, de oferta obrigatória e direito das crianças, garantindo, em complementação à família, o desenvolvimento integral da criança pequena. Desse contexto, alguns questionamentos foram trazidos para a discussão: quais as propostas de atendimento de bebês na creche e como funcionam as instituições que os recebem? Qual o olhar das políticas públicas para esse segmento de educação? A Constituição garante o ingresso dos bebês na creche, mas e seu desenvolvimento integral, está garantido? Recentemente atrelada à esfera educacional, a creche tem o desafio de compreender seu papel com essas crianças, desvinculando-se de práticas apenas assistencialistas e higienistas, e de construir novas concepções acerca desse atendimento. Tais concepções ficam explícitas não nas politicas públicas, mas efetivam-se na prática da creche, nas atividades desenvolvidas, nos espaços e processos pedagógicos pensados para receber o bebê. Em face do exposto, esta pesquisa possibilitou inferir que, apesar dos avanços acerca do atendimento educacional ofertado a primeira infância, falta ainda clareza por parte da sociedade em geral, sobre a importância de uma educação de qualidade para as crianças pequenas e seu impacto na formação humana. Essa lacuna merece o olhar das políticas públicas, uma vez que demanda ações nas diversas instâncias da creche, desde a formação e a valorização do professor de Educação Infantil, até a estrutura física e a escassez das vagas. Os poucos estudos que discutem tais políticas para a educação de bebês nas creches, justificam a realização deste trabalho.

Managing from the inside out:drawing on 'receptivity' to explain variation in strategy implementation

With the rise of 'New Public Management' (NPM), government policy has encouraged public-sector organizations to downsize and outsource their services. There is, however, local variation in the use of outsourcing - this is 'managing from the inside out'. This paper draws on the notion of receptivity for organizational change to explain variation in strategy implementation. Four receptivity factors are identified which seem to explain the success of two contrasting English local government outsourcing strategies: ideological vision, leading change, institutional politics and implementation capacity. The organization level of change is interconnected with two other levels of change (the public service and environment levels) to illustrate the dynamic nature of change.

Human resource strategy:introducing a new management typology to make change stick

Human resource management (HRM) is now being seen as a strategic activity. This recognises that change processes must include the management of human resources as part of an integrated approach to strategy. Without also linking management development and business strategy, change will not stick and organisations will not develop. Contributing to the debate about integrating HR and other strategies, including linking management development and business strategy, this paper develops a new Generic Management Typology of co-existing management philosophies in order to help change agents diagnose the culture of an organisation and to modify that culture. The typology is derived from reflecting on research about the global transformation of public service organisations over the last twenty-five years.

The missing ingredient:inter-municipal cooperation and central-local relations in the UK

The thrust of the argument presented in this chapter is that inter-municipal cooperation (IMC) in the United Kingdom reflects local government's constitutional position and its exposure to the exigencies of Westminster (elected central government) and Whitehall (centre of the professional civil service that services central government). For the most part councils are without general powers of competence and are restricted in what they can do by Parliament. This suggests that the capacity for locally driven IMC is restricted and operates principally within a framework constructed by central government's policy objectives and legislation and the political expediencies of the governing political party. In practice, however, recent examples of IMC demonstrate that the practices are more complex than this initial analysis suggests. Central government may exert top-down pressures and impose hierarchical directives, but there are important countervailing forces. Constitutional changes in Scotland and Wales have shifted the locus of central- local relations away from Westminster and Whitehall. In England, the seeding of English government regional offices in 1994 has evolved into an important structural arrangement that encourages councils to work together. Within the local government community there is now widespread acknowledgement that to achieve the ambitious targets set by central government, councils are, by necessity, bound to cooperate and work with other agencies. In recent years, the fragmentation of public service delivery has affected the scope of IMC. Elected local government in the UK is now only one piece of a complex jigsaw of agencies that provides services to the public; whether it is with non-elected bodies, such as health authorities, public protection authorities (police and fire), voluntary nonprofit organisations or for-profit bodies, councils are expected to cooperate widely with agencies in their localities. Indeed, for projects such as regeneration and community renewal, councils may act as the coordinating agency but the success of such projects is measured by collaboration and partnership working (Davies 2002). To place these developments in context, IMC is an example of how, in spite of the fragmentation of traditional forms of government, councils work with other public service agencies and other councils through the medium of interagency partnerships, collaboration between organisations and a mixed economy of service providers. Such an analysis suggests that, following changes to the system of local government, contemporary forms of IMC are less dependent on vertical arrangements (top-down direction from central government) as they are replaced by horizontal modes (expansion of networks and partnership arrangements). Evidence suggests, however that central government continues to steer local authorities through the agency of inspectorates and regulatory bodies, and through policy initiatives, such as local strategic partnerships and local area agreements (Kelly 2006), thus questioning whether, in the case of UK local government, the shift from hierarchy to network and market solutions is less differentiated and transformation less complete than some literature suggests. Vertical or horizontal pressures may promote IMC, yet similar drivers may deter collaboration between local authorities. An example of negative vertical pressure was central government's change of the systems of local taxation during the 1980s. The new taxation regime replaced a tax on property with a tax on individual residency. Although the community charge lasted only a few years, it was a highpoint of the then Conservative government policy that encouraged councils to compete with each other on the basis of the level of local taxation. In practice, however, the complexity of local government funding in the UK rendered worthless any meaningful ambition of councils competing with each other, especially as central government granting to local authorities is predicated (however imperfectly) on at least notional equalisation between those areas with lower tax yields and the more prosperous locations. Horizontal pressures comprise factors such as planning decisions. Over the last quarter century, councils have competed on the granting of permission to out-of-town retail and leisure complexes, now recognised as detrimental to neighbouring authorities because economic forces prevail and local, independent shops are unable to compete with multiple companies. These examples illustrate tensions at the core of the UK polity of whether IMC is feasible when competition between local authorities heightened by local differences reduces opportunities for collaboration. An alternative perspective on IMC is to explore whether specific purposes or functions promote or restrict it. Whether in the principle areas of local government responsibilities relating to social welfare, development and maintenance of the local infrastructure or environmental matters, there are examples of IMC. But opportunities have diminished considerably as councils lost responsibility for services provision as a result of privatisation and transfer of powers to new government agencies or to central government. Over the last twenty years councils have lost their role in the provision of further-or higher-education, public transport and water/sewage. Councils have commissioning power but only a limited presence in providing housing needs, social care and waste management. In other words, as a result of central government policy, there are, in practice, currently far fewer opportunities for councils to cooperate. Since 1997, the New Labour government has promoted IMC through vertical drivers and the development; the operation of these policy initiatives is discussed following the framework of the editors. Current examples of IMC are notable for being driven by higher tiers of government, working with subordinate authorities in principal-agent relations. Collaboration between local authorities and intra-interand cross-sectoral partnerships are initiated by central government. In other words, IMC is shaped by hierarchical drivers from higher levels of government but, in practice, is locally varied and determined less by formula than by necessity and function. © 2007 Springer.