The private sector, the public sector, and donor assistance in economic development : an interpretive essay /

"PN-AAL-007"--Cover.

Introducing WAVE - water alliances for voluntary efficiency : hotel water management for the 21st century.

Mode of access: Internet.

Trespass handbook : for the use and guidance of employees of the Bureau of Land Management in the control of trespass on the public lands.

"April 1950."

The industrial utility of public water supplies in the east North-Central States, 1952,

Mode of access: Internet.

Collective bargaining in the Federal sector: where we are: where we may be going: implications for managers.

Mode of access: Internet.

Resources for the implementation of total quality management (TQM) : in education, in nonprofits, and in the service sector /

Includes index.

Agricultural drainage and salt management in the San Joaquin Valley : final report, including Recommended plan and First-stage environmental impact report /

Volume 2 consists of Appendices C-G and first-stage environmental impact report.

A study of legal, institutional and financial issues relating to water supply management in the northeastern Illinois region : prepared for Northeastern Illinois Planning Commission, Chicago, Illinois /

Includes bibliographical references.

Effects of thinning and a wildfire on sediment production rates, channel morphology, and water quality in the upper South Platte River watershed /

"Spring 2004."

Proposed bill and supporting report on employee-management relations in the public service; a staff report to the Joint Legislative Committee on Industrial and Labor Conditions.

Mode of access: Internet.

Harnessing Natural Resources for Development: New Legal Regimes for Localized Benefit Sharing in the Mining Sector

Thesis (Ph.D.)--University of Washington, 2016-06

Innovation in project management practices:a case of Indian organization in the petroleum industry

The Indian petroleum industry is passing through a very dynamic business environment due to the liberalisation of many government policies, vertical integration among organisations and the presence of multinational companies. This caused a competitive environment among the organisations in the Indian petroleum industry in the public sector. Effective project management for developing new infrastructures and maintaining the existing facilities has been considered one of the means for remaining competitive in this business environment. However, present project management practices suffer from many shortcomings, as time, cost and quality non-achievements are part and parcel of almost every project. This study focuses on identifying the issues in managing projects of the organisation in the Indian petroleum sector with the involvement of the executives in a workshop environment. This also suggests some remedial measures for resolving those issues through identifying critical success factors and enablers. The enablers not only resolve the present issues but also ensure superior performance. These are analysed in a quantitative framework to derive improvement measures in project management practices.

The UK productivity gap in the service sector: do management practices matter?

Purpose – This paper aims to contribute to the debate on the drivers of the productivity gap that exists between the UK and its major international competitors. Design/methodology/approach – From the macro perspective the paper explores the quantitative evidence on the productivity differentials and how they are measured. From the micro perspective, the article explores the quantitative evidence on the role of management practices claimed to be a key determinant in promoting firm competitiveness and in bridging the UK gap. Findings – This study suggests that management practices are an ambiguous driver of firm productivity and higher firm performance. On the methodological side, qualitative and subjective measures of either management practices or firm performance are often used. This makes the results not comparable across studies, across firms or even within firms over time. Productivity and profitability are often and erroneously interchangeably used while productivity is only one element of firm performance. On the other hand, management practices are multi-dimensional constructs that generally do not demonstrate a straightforward relationship with productivity variables. To assume that they are the only driver of higher productivity may be misleading. Moreover, there is evidence of an inverse causal relationship between management practices and firm performance. This calls into question most empirical results of the extant literature based on the unidirectional assumption of direct causality between management practices and firm performance. Research limitations/implications – These and other issues suggest that more research is needed to deepen the understanding of the UK productivity gap and more quantitative evidence should be provided on the way in which management practices contribute to the UK competitiveness. Their impact is not easily measurable due to their complexity and their complementary nature and this is a fertile ground for further research. Originality/value – This paper brings together the evidence on the UK productivity gap and its main drivers, provided by the economics, management and performance measurement literature. This issue scores very highly in the agenda of policy makers and academics and has important implications for practitioners interested in evaluating the impact of managerial best practices.

Reforming public services in the UK:Bringing in the third sector

In the UK, the government continues its project to reform public services. Earlier projects have focused on the modernization of public sector organizations; in the latest round of reform, New Labour has focused on widening choice and the personalization of services. To this end, the government has been working with Third Sector (TS) organizations to expand their role in shaping, commissioning and delivering public services. The government's vision is predicated on a normative assertion, that, unlike traditional public sector organizations, TS bodies create public value by being more innovative, are inspired by altruistic aims and values, and have greater commitment to their clients. This paper reviews recent policy and questions whether the government's policy is flawed, contradictory and risks damaging the attributes of the TS admired by New Labour. © 2007 The Author. Journal compilation © 2007 Blackwell Publishing Ltd.