Academic literature on the topic 'Administrative agencies Australia Management'
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Journal articles on the topic "Administrative agencies Australia Management"
1
Kildea, Paul, and Sarah Murray. "Democratic Constitutions, Electoral Commissions and Legitimacy – The Example of Australia." Asian Journal of Comparative Law 16, S1 (December 2021): S177—S192. http://dx.doi.org/10.1017/asjcl.2021.35.
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AbstractThis article explores the structure, management and institutional design of commissions in Australia and unpacks how these institutions operate within the Australian political landscape. Part 1 looks at the structure of Australian electoral commissions and how they maintain structural independence. Part 2 seeks to better understand Australian electoral institutions, through an examination of how they have manoeuvred administrative and political challenges and emergencies when they have arisen. Finally, Part 3 employs a neo-institutionalist lens to focus on the internal and external dynamics that assist or hinder the operation of commissions in Australia and how legitimacy and institutional trust can be created, maintained and harmed by electoral agencies in the Australian context.
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Sawyer, Anne-Maree, David Green, Anthony Moran, and Judith Brett. "Should the nurse change the light globe?" Journal of Sociology 45, no. 4 (November 24, 2009): 361–81. http://dx.doi.org/10.1177/1440783309346478.
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Over the last two decades New Public Management, de-institutionalization and the growth of community care have radically altered the landscape of human service delivery in Australia. As a consequence of these changes, human service agencies have been compelled to develop mechanisms for regulating and managing the risks involved in frontline community care — and the management of risk is now pivotal to the practices of professional workers in this field. British research suggests that the emphasis on risk gives rise to greater monitoring and administrative supervision of workers and a focus on managerial rather than therapeutic skills. This article presents some early findings from an Australian study that finds a very different picture. Based on interviews with 24 social workers and nurses employed in community care, we found that these workers expressed a strong sense of agency when interpreting and negotiating the risk management policies of their respective organizations, and were focused primarily on the needs of their clients rather than bureaucratic procedures.
3
Mann, Monique. "New public management and the ‘business’ of policing organised crime in Australia." Criminology & Criminal Justice 17, no. 4 (October 26, 2016): 382–400. http://dx.doi.org/10.1177/1748895816671384.
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The globalisation of new public management (NPM) across OECD countries had a profound impact on the administration and management of policing policy and practice. The ideologies of NPM were enthusiastically embraced in Australia in response to high-level corruption with mixed results. This article draws on interviews with senior Australian federal police to explore the policing of organised crime in the context of NPM. Emerging themes concerned the requirement to make the ‘business case’ for resources on the basis of strategic intelligence, recognition of the complexities associated with performance measurement and institutional competition as agencies vie for limited public resources. This article questions the discursive practices of NPM policing and raises questions about notions of ‘accountability’ and ‘transparency’ for effective police approaches to organised crime.
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Paudyal, D. R., K. McDougall, and A. Apan. "The Impact of Varying Statutory Arrangements on Spatial Data Sharing and Access in Regional NRM Bodies." ISPRS Annals of Photogrammetry, Remote Sensing and Spatial Information Sciences II-8 (December 23, 2014): 193–97. http://dx.doi.org/10.5194/isprsannals-ii-8-193-2014.
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Spatial information plays an important role in many social, environmental and economic decisions and increasingly acknowledged as a national resource essential for wider societal and environmental benefits. Natural Resource Management is one area where spatial information can be used for improved planning and decision making processes. In Australia, state government organisations are the custodians of spatial information necessary for natural resource management and regional NRM bodies are responsible to regional delivery of NRM activities. The access and sharing of spatial information between government agencies and regional NRM bodies is therefore as an important issue for improving natural resource management outcomes. The aim of this paper is to evaluate the current status of spatial information access, sharing and use with varying statutory arrangements and its impacts on spatial data infrastructure (SDI) development in catchment management sector in Australia. Further, it critically examined whether any trends and significant variations exist due to different institutional arrangements (statutory versus non-statutory) or not. A survey method was used to collect primary data from 56 regional natural resource management (NRM) bodies responsible for catchment management in Australia. Descriptive statistics method was used to show the similarities and differences between statutory and non-statutory arrangements. The key factors which influence sharing and access to spatial information are also explored. The results show the current statutory and administrative arrangements and regional focus for natural resource management is reasonable from a spatial information management perspective and provides an opportunity for building SDI at the catchment scale. However, effective institutional arrangements should align catchment SDI development activities with sub-national and national SDI development activities to address catchment management issues. We found minor differences in spatial information access, use and sharing due to varying institutional environment (statutory versus non-statutory). The non-statutory group appears to be more flexible and selfsufficient whilst statutory regional NRM bodies may lack flexibility in their spatial information management practices. We found spatial information access, use and sharing has significant impacts on spatial data infrastructure development in catchment management sector in Australia.
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Podger, Andrew. "Enduring Challenges and New Developments in Public Human Resource Management." Review of Public Personnel Administration 37, no. 1 (February 16, 2017): 108–28. http://dx.doi.org/10.1177/0734371x17693057.
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Australia has its own unique institutional arrangements within which its civil services operate, yet its experience in public sector human resource management over the last 40 years or so has much in common with that of many other Western democracies, including the United States. It faces enduring challenges such as the relationship between politics and administration while its approach to public management has evolved from traditional Weberian administration through new public management to a much more complex, open and networked system. While the role of government in society has not radically changed, the way in which that role has been exercised has changed significantly. Government employees represent a smaller proportion of the workforce, what they do and their skills have changed dramatically, internal arrangements to foster ethics and to manage staff are different today, new approaches have been adopted to compensate and motivate employees, the diversity of employees has widened, and the place of human resource management (HRM) in agencies’ strategic management processes has ebbed and waned. In each of these areas, human resource (HR) managers in Australia today face difficult questions about future directions. Most of these will be familiar to HR managers in other countries.
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Davis, Glyn. "Federalism Versus Centralisation: Organizational Design and Public Broadcasting in America and Australia." Journal of Public Policy 10, no. 2 (April 1990): 195–219. http://dx.doi.org/10.1017/s0143814x00004815.
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ABSTRACTFollowing Wildavsky's argument that a federal bias is often the best principle for organising public policy, this study compares two national public broadcasting systems: the diffuse pattern of multiple agencies used in the United States of America and the highly centralized design employed in Australia. The paper examines whether each structure can respond to an audience while resisting the partisan demands of politicians. Significant advantages are found in the American model, though the question arises of whether participation and editorial independence in public broadcasting are bought at the cost of efficiency and effectiveness.
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Lee, Kye-Sik, and Hyung-Pyo Moon. "Creating Competitive Environments in the Public Sector: Experiences in OECD Countries and Korea." Korean Journal of Policy Studies 10 (December 31, 1995): 93–105. http://dx.doi.org/10.52372/kjps10005.
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As part of the shift to a more results-oriented approach to management and accountability, some OECD countries like the United Kingdom Australia, Canada, and New Zealand recognized, to varying degrees, that to more effectively and efficiently manage their programs and achieve significant improvements in performance, agencies and managers must be provided with greater flexibility over resources and incentives. In a sense, these countries implemented reforms which reflected a shift toward more business like methods. They eliminated detailed central control of departments' operating expenditures and staffing levels and provided departments with more authority to manage resources within overall their budget ceilings. In the four countries mentioned above, to provide flexibility and incentives to line management, central management departments and central management within line departments sought to devolve greater decision-making authority over financial and human resources and provide incentives in the form of shared productivity gains and market-type mechanisms (MTMs), such as increased competition and user-charging.
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Lloyd, David, and Fiona Norrie. "Identifying Training Needs to Improve Indigenous Community Representatives Input into Environmental Resource Management Consultative Processes: A case study of the Bundjalung Nation." Australian Journal of Environmental Education 20, no. 1 (2004): 101–13. http://dx.doi.org/10.1017/s0814062600002342.
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AbstractDespite increased engagement of Indigenous representatives as participants on consultative panels charged with processes of natural resource management, concerns have been raised by both Indigenous representatives and management agencies regarding the ability of Indigenous people to have quality input into the decisions these processes produce. In order to determine how to more effectively engage Australian Aboriginal peoples in the management process, this article describes the results of interviews with Elders of the Bundjalung Nation and other community representatives who represent their community's interests on natural resource management boards within their traditional country. Community representatives identified the factors they considered important in understanding natural resource management and administrative processes and where training would enable them to make a significant contribution to the consultation process. It also highlighted a need for non-Indigenous managers to gain a greater understanding of Indigenous knowledge systems and protocols.
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HEALY, KAREN, and SIV OLTEDAL. "An Institutional Comparison of Child Protection Systems in Australia and Norway Focused on Workforce Retention." Journal of Social Policy 39, no. 2 (January 5, 2010): 255–74. http://dx.doi.org/10.1017/s004727940999047x.
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AbstractBy any standard, child protection work is a demanding field of social services work. Throughout much of the post-industrial world, child protection agencies face significant problems in recruiting and retaining front-line staff with the abilities required to undertake this often complex and stressful work. The capacity of these agencies to achieve their social policy objectives can be compromised by workforce instability. Despite a growing body of evidence about the contribution of local organisational and caseworker characteristics to workforce turnover, policy-makers face a dearth of information about how the broader institutional context of child protection systems contributes to challenges in workforce retention. This lack of evidence is notable given the varying rates of caseworker turnover observed internationally, particularly between social policy regimes where different institutional contexts shape workforce conditions. This article aims to contribute to the evidence base for improving workforce retention in child protection services through an institutional comparison of child protection systems in Queensland (Australia) and Norway. We analyse the role of the institutional conditions in shaping the nature and scope of child protection work, characteristics and responsibilities of caseworkers, and their financial remuneration for this work. We discuss how these institutional effects help to explain the differences in workforce turnover among child protection workers in Queensland and Norway.
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Osmond, Craig. "Anti-social behaviour and its surveillant inter-assemblage." Surveillance & Society 7, no. 3/4 (July 6, 2010): 325–43. http://dx.doi.org/10.24908/ss.v7i3/4.4159.
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This paper describes a recent initiative in NSW, Australia in the state government’s “fight against anti-social behaviour”. The Anti-Social Behaviour Pilot Project has developed a surveillance regime that exempts justice and human service public authorities from existing privacy laws so that these agencies can share risk intelligence about targeted young people for a more integrated and multi-agency intensive management of risk. A detailed account of the ensemble of statements that have shaped and made this highly politicised risk governance possible is outlined. The initiative seeks to establish a more flexible mode of surveillance capable of intervening into cases of persistent risks linked to the possibility of criminal offending and the risks of persistent offending that have both become linked to public safety. Two analytical frames are used to make sense of the project. Firstly, its nodal technique for integrating case management risk across governmental assemblages (police, health etc) is analysed as an exemplar of a post-panoptical surveillant inter-assemblage designed for the networked control of young people. Secondly, Agamben’s (1988, 2005) account of the state of exception is used to demonstrate how the project’s extra-legal administrative procedures for managing risks linked to “the public interest” establish a spatial arrangement for the control of young people based on decisions of exclusion that are paradoxically located inside and outside the law.
Dissertations / Theses on the topic "Administrative agencies Australia Management"
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Di, Francesco Michael Francis, and not available. "Program Evaluation and Policy Management in Australian Central Agencies." The Australian National University. Public Policy Program, 1997. http://thesis.anu.edu.au./public/adt-ANU20010726.162328.
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Of the many components of reform to Australian government administration in the
1980s, the introduction of systematic program evaluation is perhaps one of the least
examined. This thesis seeks to assess the Federal Labor Government's evaluation
strategy as an instrument for enhancing what are here termed the policy management
capacities of central agencies. It proceeds in two steps. First, the thesis traces in detail
the development of program evaluation policy in Australian federal government from
the effectiveness reviews of the Coombs Report of 1976 to the current evaluation
strategy, and argues that, despite competing purposes for it, evaluation was intended
primarily to serve decision making in central government. This policy aim was
cemented by the economic crisis of the mid 1980s and framed around budgetary issues
by its steward, the Department of Finance. Second, in order to assess the impact of the
evaluation strategy, the thesis develops a framework for analysing program evaluation
as one instrument for strengthening the core policy management functions of central
agencies. In this context, policy management is essentially a coordination task. The
contribution of evaluation to two aspects of policy management-resource
coordination, and policy development and coordination-is examined. The findings
confirm that attempts to formalise evaluation processes have had a variable impact-
central budgetary processes remain dependent on relatively informal assessment
procedures, although recent attempts to enhance policy coordination through the
evaluation of policy advising processes have proved potentially to be more influential.
In conclusion, the thesis argues that the evaluation strategy represented a credible
attempt to better inform policy making in central government, but suffered for want of
clear policy design and firm execution that resulted in only a marginal impact on these
processes.
2
Eccleston, Anthony L., and n/a. "Coordinating information provision in government agencies using an integrated information management strategy." University of Canberra. Information, Language & Culture Studies, 1996. http://erl.canberra.edu.au./public/adt-AUC20060404.123006.
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The specific aims of this study were determined on a conceptual appreciation that
management of information assets and services in some government agencies was
deficient in meeting both existing and developing demands. This appreciation
manifested itself in a commitment to investigate the principles and processes
intrinsic to existing management methodologies, to relate these processes to the
needs of users, and to determine a strategy which could more ably meet the
information provision requirements of those users.
The achievement of these aims predicated the use of the case study research
method, selecting as the first case study the Department of Human Services and
Health (DHSH), an agency that had recognised that a problem existed in the
provision of information services, and had initiated action to address that
problem. As a counter, the Department of Defence, an agency which adrmts to a
problem, but which had yet to initiate an active, global program for its resolution,
was chosen as the second case study.
A theoretical model, which reflects extant international thinking and practice, was
initially constructed in order to establish a basis on which to ascertain and
evaluate the information management circumstances of the two case study
departments. This model specified the objectives considered to be fundamental
to effective information management in a public service environment. It included
studying the foundation repositories of information services from which
information in the portfolio domains of government are sought. These services
are the traditional records centres or registries, the library services which provide
a repository of published and grey material in printed, image and magnetic
formats, and the computerised networks holding electronic records at varying
levels of development.
An analysis of findings was carried out separately on each case study agency
before bringing the data together for cross-case analysis. In order to maximise
the veracity and validity of the data collected and its subsequent interpretation by
the researcher, the draft analysed case study findings were submitted to the
respective agencies for review and critique. All matters of substance received
have been incorporated in the final version.
The findings from the two case studies and the cross-case analysis confm that,
despite significant advances in some specific agencies, the initial hypothesis that
government agencies are still deficient in providing optimum services to meet the
information needs of users, is demonstrated. The advances that have been made,
however, similarly support the other thesis hypotheses that the implementation of
an integrated information management strategy in any government agency will
provide a foundation for improved information provision and the timely delivery
of relevant available information to the user.
Finally, a model of optimum processes involved in such a strategy, derived from
the theory and practical products of this study, is offered. This could be the
subject for future evaluation and testing for realistic and functional application.
3
Chong, Kar M. "Resource allocation and efficiency in public sector audits." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2000. https://ro.ecu.edu.au/theses/1541.
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In recent years, the push for reform in the Australian public sector audit has placed the Office of the Auditor-General (hereafter OAG) in a more contestable or market- like environment, where the OAG is accountable for an efficient and effective provision of public sector audit. The purpose of this study is to compare the cost efficiency of in-house and contract-out arrangements to deliver financial audits in the public sector. It empirically tests whether there are audit cost and audit fee differences between in-house providers (i.e., the OAG) and contractors (i.e., public accounting firms). The secondary aims of this study are to develop audit cost and fee models for the public sector. The unit of analysis is audit cost/fee at the audit engagement level. The data for this study is collected for a sample of financial statement audit engagements for year-end 1998, at the state level in Western Australia. The data is extracted from publicly available and private sources. The audit cost and fee models are used to test for the cost differences between in- house providers and contractors. Prior audit production and audit fee studies in the private and public sectors provide the basis for the development of the two models. The results indicate that agency size, complexity and risk are positively associated with audit costs and audit fees. In addition, the total advice provided to the agencies by the OAG and agency type are also significantly associated with audit costs and audit fees. Overall, by incorporating these factors into the models, the audit cost model explains 82 percent of the variance in audit costs, while the audit fee model explains 86 percent of the variance in audit fees. More importantly, the main findings suggest that contract-out audits are more costly than in-house audits. However, this finding is conditional on agency type. Further analysis reveals that the type of audit arrangement is significantly associated with audit costs for the statutory authority audits only. There is no significant difference in audit costs between contract-out and in-house arrangement for hospital audits. This analysis shows that the statutory authority audits are driving the significance of the interaction between type of audit arrangement and agency type. Specifically, the costs of contract-out audits are, on average, significantly higher than in-house audits. This result is attributed to the contractor's lack of expertise in auditing statutory authority as there is no equivalent of this agency type in the private sector. As such, the OAG bas the greater advantage of delivering a lower audit cost for statutory authority audits compared to the contractors. However, the non-significant interaction term in the audit fee model suggests that cost differences between in-house and contract-out audits for the statutory authority audits are not reflected in audit fees billed to agencies. Further analyses, using audit hours as the dependent variable, generally corroborate the findings from the audit cost and audit fee models. Sensitivity analyses on the OAG's supervision costs reveal that these costs have a significant effect on the interpretation of the cost efficiency results. By excluding supervision costs from contract-out audits, there are significant changes in the results for the total sample and the two sub-samples (partitioned by agency type). Generally, these changes favour the contract-out audits for all groupings, where contract-out audits are now more cost efficient than in-house audits for hospitals, and not significantly different in costs for statutory authority audits. Additional tests to investigate the determinants of the GAG's supervision costs in contract-out audits reveal that agency size, risk, reliance on internal control, total advice provided by the OAG and packaged audits (a single contract for two or more audits) are significantly associated with the supervision costs of contract-out audits. The main contribution of this study is to add to the growing literature on audit market efficiency (see Dopuch, Gupta, Simunic & Stein, 2000; Knechel & Payne, forthcoming). It provides evidence on the production function of different type of suppliers in the public sector and their relative efficiency in providing audit services. This study contributes to the recent discussions on the changing nature of public sector audit market towards a market-based provision of public sector audits. The evidence from this study allows researchers and policy-makers to compare the two types of audit arrangement to undertake public sector audits. In pan, this study also contributes to the line of inquiry that examines the difference between government auditors and public accounting firms in US municipalities (Copley, 1989; Dwyer & Wilson, 1989; Rubin, 1992). The secondary contribution of this study is to develop and test the audit cost and fee models in the public sector and provide validity on the transferability of audit models from the private and public sectors. This study adds to the literature that examines the public sector audit market. More importantly, it is one of the few non-US studies that examine the public sector audit market and the findings from this study suggest that the public sector audit studies from the US are generalisable to Australia. These findings add to our understanding of the range of market conditions under which it is so far known to hold.
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Ramage, Paul. "Factors impacting on the adoption and operation of corporate governance reform in Australian state government departments." full-text, 2009. http://eprints.vu.edu.au/1992/1/Paul_Ramage_PhD_3521847_2009.pdf.
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Corporate governance reforms are increasingly common in public sector organisations. Despite the scope of recent and ongoing public sector change, the processes used to adopt and operate public sector corporate governance reform are not clearly documented. In some cases there is evidence of reform failure. This study sought to identify and describe the variables associated with corporate governance change in Australian state government departments, particularly the factors that impact on the adoption and operation of reform. Concepts associated with scientific management (rational/technocratic influences) and organisational culture (political/cultural influences), and their impact on change, were combined to produce a framework that was tested in two phases. Phase one focused on the collection of qualitative data relating to corporate governance reform in the Victorian Department of Human Services. The second phase involved the collection of quantitative data from chief executives and senior executives in all Australian state government departments. The qualitative data collected in phase one was used to validate the conceptual framework which was then further tested using quantitative methods during phase two. Phase one and two findings were consistent with the conceptual model. In particular, a factor analysis of phase two results identified the adoption of change being influenced by leadership capability; external improvement drivers; internal improvement drivers; organisational politics; the capacity of an organisation to interpret knowledge; and changes in an organisation’s operating environment. The operation of reform was influenced by continuity of leadership; actions taken to embed change and build supportive attitudes to change; management of organisational politics; and the capacity of an organisation to understand change. The immediate implication of this research is the definition of a new model to manage corporate governance change. The rational/scientific and political/cultural factors identified by this project provide an integrated approach that can be drawn upon by change actors. It acknowledges the significance of the rational/scientific and political/cultural factors that come into play during corporate governance reform. This study has filled a gap relating to how public sector organisations go about making corporate governance changes and provides customised and practical recommendations for future corporate governance reforms in Australian state government departments. These include giving priority to corporate governance reform training (the research found that only around one in two senior officers had been trained in corporate governance reform) and further strengthening organisational leadership (leadership was identified as a critical factor at both the adoption and operation stages of corporate governance reform). This research provides new insight into understanding corporate governance change in an Australian public sector context and provides a model to more effectively manage future reform.
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Ramage, Paul. "Factors impacting on the adoption and operation of corporate governance reform in Australian state government departments." Thesis, full-text, 2009. https://vuir.vu.edu.au/1992/.
Full textAbstract:
Corporate governance reforms are increasingly common in public sector organisations. Despite the scope of recent and ongoing public sector change, the processes used to adopt and operate public sector corporate governance reform are not clearly documented. In some cases there is evidence of reform failure. This study sought to identify and describe the variables associated with corporate governance
change in Australian state government departments, particularly the factors that impact on the adoption and operation of reform. Concepts associated with scientific management (rational/technocratic influences) and organisational culture (political/cultural influences), and
their impact on change, were combined to produce a framework that was tested in two phases. Phase one focused on the collection of qualitative data relating to corporate governance reform in the Victorian Department of Human Services. The second phase involved the collection of quantitative data from chief executives and senior executives in all Australian state government departments. The qualitative data collected in phase one was used to
validate the conceptual framework which was then further tested using quantitative methods during phase two.
Phase one and two findings were consistent with the conceptual model. In particular, a factor analysis of phase two results identified the adoption of change being influenced by leadership capability; external improvement drivers; internal improvement drivers; organisational
politics; the capacity of an organisation to interpret knowledge; and changes in an organisation’s operating environment. The operation of reform was influenced by continuity of leadership; actions taken to embed change and build supportive attitudes to change; management of organisational politics; and the capacity of an organisation to understand change. The immediate implication of this research is the definition of a new model to manage corporate governance change. The rational/scientific and political/cultural factors identified by this project provide an integrated approach that can be drawn upon by change actors. It acknowledges the significance of the rational/scientific and political/cultural factors that come into play during corporate governance reform. This study has filled a gap relating to how public sector organisations go about making
corporate governance changes and provides customised and practical recommendations for future corporate governance reforms in Australian state government departments. These
include giving priority to corporate governance reform training (the research found that only around one in two senior officers had been trained in corporate governance reform) and further strengthening organisational leadership (leadership was identified as a critical factor at
both the adoption and operation stages of corporate governance reform). This research provides new insight into understanding corporate governance change in an Australian public sector context and provides a model to more effectively manage future reform.
6
Swaminathan, Raji. "Contingency planning models for government agencies /." Electronic version, 1996. http://adt.lib.uts.edu.au/public/adt-NTSM20030707.112749/index.html.
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Scott, Gerald R. "Bureaucracies, communities and networks : interagency cooperation for Homeland Security In Monterey County." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2003. http://library.nps.navy.mil/uhtbin/hyperion-image/03Jun%5FScott.pdf.
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Thesis (M.A. in National Security Affairs)--Naval Postgraduate School, June 2003.Thesis advisor(s): Jeffrey W. Knopf, Peter R. Lavoy. Includes bibliographical references (p. 85-89). Also available online.
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Howard, Melissa M. "Organization and reorganization as manifestation of public policy: national security emergency management." Diss., Virginia Tech, 1992. http://hdl.handle.net/10919/39684.
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This dissertation discusses the administrative mechanisms used to execute the president's federal interagency program for national security emergency preparedness (NSEP). The research examines NSEP organizational history starting with its formal creation in 1933, and focusing on its most recent structure, the Federal Emergency Management Agency (during the 1978-1990 period). The dissertation explores formal organizations as manifestations of public policy. The critical events of recent NSEP history resulting in the redefinition of the public policy are the focus of this case study. The findings are: (1) that reorganization has been a significant aspect of NSEP history; (2) that the formal and informal relationship of an organization and its leadership with the White House constitute a critical aspect of organizational design; (3) that the task of coordination is a murky one rife with hazards; and (4) that the effectiveness of a reorganization can be undermined by its implementation.Ph. D.
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Mannie, Avain. "Critical factors for enabling knowledge sharing between government agencies within South Africa." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1019699.
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Globally, organisations have recognised the strategic importance of knowledge management (KM) and are increasingly focusing their efforts on practices to foster the creation, sharing and integration of knowledge. Whilst most research in Knowledge Management (KM) has focused on the private sector, there is a breadth of potential applications of KM theory and practice for government agencies to adopt in search of resolving pertinent problems. The purpose of this study is to examine the factors that influence the effectiveness of knowledge management towards collaborative problem solving in government. What is missing is research-based evidence of the factors that influence the main factors for knowledge sharing across government agencies. Given this gap, the researcher addresses the research question: In government agencies mandated to resolve issues of crime, what are the key factors required which support and influence the collaborative sharing culture? Upon analysing the data, the researcher found the following key factors as being determinants on knowledge management: organisational culture, learning organisation, collaboration, subject matter experts and trust. The two factors – organisational culture and learning organisation were identified as the most significant factors which lay as the root or core for the ‘knowledge tree’. Once these roots are in place, the other factors will gain their significance on knowledge management. These findings serve to extend the findings of the existing literature within the government sector. This study is important because the findings provide government agencies with critically important information to guide their actions towards ensuring a knowledge sharing culture is embedded in government. Whilst the empirical findings do not focus on databases or information technology specifically, it is important to acknowledge the use of both technology and people. The main concern is with managing an organisation’s knowledge assets: creating, storing, protecting, disseminating and using mission-critical knowledge. When people need knowledge, is it the right knowledge and is it timely and easy to locate and access? Is this precious commodity updated as learning occurs and better ways of doing things are discovered? The awareness of the value of knowledge to a business, coupled with its leadership, acts as an integrator that improves cross- functional communication and cooperation. Shared knowledge not only makes for a more effective, efficient and agile organisation, but creates a common perspective and culture that produces a natural consistency of successful decisions and actions. The collaborative knowledge tree model proposed in this study uses the analogy of a tree when viewing South African government agencies as the branches of a collective tree (government). This ‘tree’ requires leaders and policy making to ‘dig deep’ into understanding the roots of the tree in order to ensure that the appropriate ‘seeds’ are planted such that the tree grows and is able to provide the necessary fruit required. Ultimately, as suggested by former President Thabo Mbeki (2012) in his address, the role of knowledge would thus be seen as a collaborative means towards the betterment of society.
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Mabomba, Annie Chisomo. "Examining Malawi's administrative reform and its impact on service delivery." Thesis, University of Fort Hare, 2011. http://hdl.handle.net/10353/d1001249.
Full textAbstract:
The advent of multi-party democracy in 1994 spearheaded different reforms in the Malawi public sector. One prominent reform is administrative reform. The new government that was ushered into power instituted a policy on civil service reform and institutional development. The reforms that were introduced aimed at improving performance and enhancing efficiency and effectiveness in the delivery of services. Accordingly, a Public Service Act was promulgated that constituted the clarification of the role of the civil service; equal access to public employment; merit based recruitment and promotion; and increased accountability and transparency in the policies and practices of the public service. This study therefore seeks to examine administrative reforms in Malawi and assess their impact on service delivery. The research further endeavours to explore factors which block the successful implementation of reform programmes, and seeks to come up with areas of improvement which would ensure successful implementation of reform programmes in future. The scope of this research is limited to the current civil service reform programmes and is mainly based on primary and secondary sources of information. The study uses a combination of quantitative and qualitative methods. However, findings reveal that reforms had a negative impact on service delivery since no significant change in the delivery of services was registered. The Malawi civil service continues to suffer from unprofessionalism, inefficiency, corruption and a host of other problems. The study shows the gap between rhetoric and reality of civil service reform programmes in Malawi.
Books on the topic "Administrative agencies Australia Management"
1
Wanna, John. Public sector management in Australia. South Melbourne: Macmillan, 1992.
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2
Australian handbook of public sector management. Crows Nest, N.S.W: Allen & Unwin, 2001.
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3
George, Chomiak, and Russell Hamish M, eds. Corporate management: The Australian public sector. Sydney, NSW: Hale & Iremonger, 1986.
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4
John, Wanna, and Weller Patrick Moray, eds. Public sector management in Australia: New challenges, new directions. 2nd ed. South Yarra: Macmillan Education Australia, 1999.
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5
Australia. Task Force on Management Improvement. The Australian Public Service reformed: An evaluation of a decade of management reform. Canberra: Australian Govt. Pub. Service, 1993.
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6
Western Australia. Office of the Auditor General. Righting the wrongs: Complaints management in the Western Australian Public Sector. West Perth, W.A: Auditor General, 2001.
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Western Australia. Office of the Auditor General. Management and control of minicomputer-based systems in Western Australian government agencies: Performance examination. West Perth, WA: The Office, 1995.
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Western Australia. Office of the Auditor General. Turning the tide: The business sustainability of the Rottnest Island Authority : performance examination. West Perth, W.A: Auditor General, 2003.
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1953-, Clark Colin, and Corbett D. C. 1926-, eds. Reforming the public sector: Problems and solutions. St Leonards, NSW, Australia: Allen & Unwin, 1999.
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Glyn, Davis, and Weller Patrick Moray, eds. New ideas, better government. St. Leonards, NSW: Allen & Unwin, 1996.
Find full textBook chapters on the topic "Administrative agencies Australia Management"
1
Dale, Peter, and John McLaughlin. "Policy Issues in Land Administration." In Land Administration. Oxford University Press, 2000. http://dx.doi.org/10.1093/oso/9780198233909.003.0014.
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Land administration strategies and processes need to be structured within a broad policy framework, the shape of which will depend on the jurisdiction concerned. A common thread between systems will be the promotion of economic development, social justice and equity, political stability, and environmentally sustainable development. The processes of re-engineering, total quality management, and other management reforms discussed in Chapter 9 were originally designed for use in the private sector so that organizations could respond better to the demands of the market place. More recently, they have increasingly been adopted by public sector administrators who have been forced to respond to the market oriented approach and hence have been required to upgrade land administration systems. In the United States the processes of re-engineering have been packaged under such labels as ‘entrepreneurial government’ and ‘reinventing government’ and were addressed in the National Performance Review (known as the Gore Commission) which had a mandate to ‘re-invent and to reinvigorate the entire national government’. The ideas were picked up by many other governments—from Australia to the UK (Butler 1994), the Netherlands to New Zealand, and Singapore to Sweden-regardless of party or ideology. Although reinventing government means different things to different people, it has generally entailed: 1. restructuring the way government services are organized; 2. developing new strategies and processes for managing government services (for instance, simplifying administrative programmes); 3. empowering the recipients of public services. As with the private sector, a crucial component of reinventing government has been the effective use of information technology (IT). Governments in general have only recently begun to review their national information strategies and to develop new ways in which they deliver services to citizens and businesses. Over the past few years, IT has changed the way that many people live through the creation of new products and services. Examples include the use of credit and debit cards, the ability to withdraw cash from a ‘hole in the wall’ even in a foreign country, the mobile phone and fax machine, and access to information on the Internet. Information technology now makes it possible for citizens and businesses to deal directly with government agencies if they so wish (UK Government 1996).
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Ongaro, Edoardo, Dario Barbieri, Nicola Bellé, and Paolo Fedele. "EU Agencies and the European Multi-Level Administrative System." In Critical Perspectives on International Public Sector Management, 87–123. Emerald Group Publishing Limited, 2015. http://dx.doi.org/10.1108/s2045-794420150000004005.
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Marston, Greg, Louise Humpage, Michelle Peterie, Philip Mendes, Shelley Bielefeld, and Zoe Staines. "Procedural, Consumer And Contractual Rights, And Access To Justice." In Compulsory Income Management in Australia and New Zealand, 101–24. Policy Press, 2022. http://dx.doi.org/10.1332/policypress/9781447361497.003.0005.
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The chapter examines social policy and the law, both in terms of social security law that facilitates income management and administrative law as it pertains to citizen redress and review. Analysis of the legal restrictions imposed through compulsory income management in Australia and New Zealand is needed to ascertain the extent to which the autonomy of welfare recipients is impacted and how this affects consumer choices. In Australia, compulsory income management has required that managed funds be spent at government approved retailers on legislatively defined ‘priority needs’. An under-examined aspect of compulsory income management is therefore the constraints it places on the contractual capacity of welfare recipients subject to it and how this relates to structural equity barriers. The chapter explores how law can impact the relationships between citizens and what factors are considered by lawmakers in determining whether some people are worthy of being accorded the same citizenship rights as others, thereby drawing attention to the distribution of burdens and benefits in administrative justice. Methods of analysis include participant interviews reflections on procedural rights and review, critical analysis of relevant legislation, and legislative instruments in Australia and New Zealand.
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Grisinger, Joanna. "The (Long) Administrative Century." In The Progressives' Century. Yale University Press, 2016. http://dx.doi.org/10.12987/yale/9780300204841.003.0017.
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This chapter discusses the emergence of regulatory governance from the Progressive movement. The Progressives laid the groundwork for an entirely new “branch” of the federal government by thinking comprehensively about how regulatory authority should be structured. These reformers created an enduring model for federal management of the marketplace: independent commissions and relatively independent executive agencies given quasi-legislative, quasi-executive, and quasi-judicial authority (that is, all the powers that the Constitution intentionally kept separate). Thus, the Progressive legacy can be traced not just to the growth of the administrative state but also to this ongoing determination to prove that agency governance can be reconciled with constitutionally separated powers. Without any firm resolution of this tension, twentieth-century governance was marked by these two systems of governance often working at cross-purposes, each compromising the integrity of the other.
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Marston, Greg, Louise Humpage, Michelle Peterie, Philip Mendes, Shelley Bielefeld, and Zoe Staines. "Barriers To Implementing Compulsory Income Management." In Compulsory Income Management in Australia and New Zealand, 46–73. Policy Press, 2022. http://dx.doi.org/10.1332/policypress/9781447361497.003.0003.
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The chapter examines policy implementation of compulsory income management, with consideration given to the limits of the consultation approaches used by government, the mixed economy of welfare in the delivery of compulsory income management, and the role of intermediaries such as front-line social services and for-profit companies that provide the cashless welfare technologies. The chapter details the range of practical and administrative issues that have been identified by research participants living on compulsory income management in Australia and New Zealand. The chapter also considers the perspectives of community stakeholders. What the empirical analysis highlights is that the majority of the people targeted by the policy do not see themselves as having a problem with alcohol or gambling, or in managing money. What they lack are the financial resources to meet their needs. The analysis also shows that, with some exceptions, the introduction of compulsory income management led to a further deterioration of people’s financial wellbeing.
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Stefan, Marco, and Leonhard den Hertog. "Frontex: Great Powers but No Appeals." In Boards of Appeal of EU Agencies, 151–74. Oxford University Press, 2022. http://dx.doi.org/10.1093/oso/9780192849298.003.0008.
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This chapter explores the accountability challenges of Frontex, a supranational agency with operational character which exercises executive powers with far-reaching impacts on individuals. It investigates the administrative mechanisms and internal procedures through which responsibilities for alleged fundamental rights abuses are linked to decisions, actions, or inactions by the various EU and national authorities participating in Frontex operations. The chapter points out that Frontex has neither Board of Appeals (BoAs), nor anything that closely resembles it. Such state of affairs reflects the nature of EU cooperation in the area of external border management, which combines intergovernmental and supranational logics of allocation of operational responsibility, without a coherent and effective oversight and accountability system.
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Schillemans, Thomas. "Fighting or fumbling with the beast? The mediatisation of public sector agencies in Australia and the Netherlands." In Media and Governance, 101–22. Policy Press, 2019. http://dx.doi.org/10.1332/policypress/9781447341437.003.0006.
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Public agencies are the objects of a large share of the daily news and devote substantial resources to media management and monitoring. This paper analyses how public agencies have adapted their internal structures and processes in order to meet the demands from their media environment. To this end, an analytical framework for the analysis of organisational mediatisation – the adaptation of internal structures and processes to external media demands – is developed. This is the first framework available for empirical analyses of organisational mediatisation. Its use is then demonstrated in a comparative analysis of the mediatisation of public agencies in Australia and the Netherlands; countries with contrasting political and media systems. An explorative, multimethod study describes how Australian agencies go to greater lengths in accommodating their media environment – they fight the media beast – whereas Dutch agencies are more hesitant; they are fumbling with the beast.
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Dryzek, John S. "4. Leave It to the Experts." In The Politics of the Earth, 75–100. Oxford University Press, 2021. http://dx.doi.org/10.1093/hepl/9780198851745.003.0004.
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Complex environmental issues have to date mostly been addressed by administrative means such as regulation, impact assessment, and planning that harness expertise in institutions such as pollution control agencies and resource management bureaucracies. Administrative rationalism is defined as the problem-solving discourse that emphasizes the role of the expert rather than the citizen or producer/consumer in social problem solving. Experts can be scientists, social scientists, or policy analysts who can deploy techniques such as cost-benefit analysis and risk analysis. Recent variations on the discourse involve evidence-based policy making and ‘nudge’. Administrative rationalism figures more strongly as an institutional style in some political systems than in others. The chapter focuses on the United States, as it pioneered many of the practices of administrative rationalism in environmental policy, and China, where administrative rationalism now finds its strongest application. Administrative rationalism is in crisis as its limits when confronting complexity become exposed, and it is arguably giving way to more networked and less hierarchical governance.
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Knoepfel, Peter. "Public policy management by actors’ endowment." In Public Policy Resources, 251–58. Policy Press, 2018. http://dx.doi.org/10.1332/policypress/9781447345053.003.0017.
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As shown in this chapter, Action Plans (AP) can be considered as means of improving both the efficiency and effectiveness of public policies. Such plans aim to coordinate and target the production of administrative outputs in terms of defining (functional, temporal, spatial or social) priorities. The chapter shows that the ‘service level agreements’ (French: mandat/contrat de prestation; German: Leistungsvertrag), which are increasingly used in Switzerland, can be in interpreted as specific action plans that attempt to control public action by means of specific allocations of public action resources. Initially aimed at limiting state intervention (liberal state), such agreements have become general instruments for the management of public policies by identifying (quantitatively or qualitatively determined) objectives and related resources and outputs to be produced by various public agencies. The chapter shows, however, that such agreements take little or no account of the effectiveness in terms of the results (outcomes) of public policies. Hence, new public management reforms still lack adequate management or control of their (claimed) capacity for steering problem-solving through public policies by means of the allocation of budgets of both very familiar (Law, Time, Personnel, Money) and still not entirely recognized resources (Organization, Information, Consensus, Political Support).
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Vargas-Hernández, José G. "Urban Governance, Democratic Decentralization, and Natural Resources." In Advanced Integrated Approaches to Environmental Economics and Policy, 175–99. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-5225-9562-5.ch009.
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This study aims to analyze the implications of democratic or political and administrative or fiscal decentralization in the downward accountability, participatory and deliberative democracy to shape the urban governance of natural resources, facilities, infrastructure, etc. The methodological and theoretical approach of the analysis is framed by the institutional theory and analyses the power relationships and interactions between national and local governments, authorities, agencies, politicians, and other actors within the urban democratic governance system, downward accountability, participative and deliberative democracy, etc. Finally, in the conclusion it is argued that some institutionalized democratic mechanisms and management practices can be implemented in the political or democratic and administrative or fiscal decentralization to improve democratic urban governance of natural resources and environmental and urban green areas.
Conference papers on the topic "Administrative agencies Australia Management"
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Biehl, Florian, and Eike Lehmann. "Collisions of Ships and Offshore Wind Turbines: Calculation and Risk Evaluation." In 25th International Conference on Offshore Mechanics and Arctic Engineering. ASMEDC, 2006. http://dx.doi.org/10.1115/omae2006-92270.
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In Germany and other European countries, a large number of offshore wind parks will be installed within the next decade. Even though this development is promoted by governmental agencies in order to achieve positive effects such as installing a sustained energy and resource management, risks such as pollution due to collisions of tanker vessels with offshore wind energy conversion systems may cause the acceptance of wind energy to decrease. After a collision oil or other harmful substances may be spilled into the sea. It might even be possible for a ship to break apart and sink in a worst case scenario that includes failure of the bearing of the installed nacelle and subsequent impact onto the ship. Numerical crash tests were carried out in order to determine worst cases and to give hints to improve different offshore wind turbine support structures. In combination with statistical data and determination of probabilities of the occurrence of different scenarios, safety assessment analysis can be carried out by certification agencies and administrative authorities.
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Konkovs, Karlis Aleksandrs, and Raimonds Ernsteins. "Municipal Lake governance Developments in Latvia: Towards Complex Approach Management Practice." In 22nd International Scientific Conference. “Economic Science for Rural Development 2021”. Latvia University of Life Sciences and Technologies. Faculty of Economics and Social Development, 2021. http://dx.doi.org/10.22616/esrd.2021.55.014.
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Latvia has a significant number of lakes, even eventually more as 10 000 as they never been fully accounted, but just comparatively small number are subject to lake governance, since the entire national lake governance system is still under development and currently mostly municipalities themselves are step-wise developing and realising lake management plans, but municipal capacities vary significantly. According to EU Water framework directive, there are four river basin management systems established in Latvia, having related water and risk management documents in place, as well as, in the past decade, there have been both national and regional level planning guidelines developed for lake and river waterbodies management, but all mentioned has been not yet utilized in local practice, having some legal responsibilities’ and admin capacities’ deficiencies. Despite this, there has been seen slow improvement of the water quality and socio-economic usage of lakes, but more in the lake management practice is to be done, accounting also for climate change. The goal of this research was to study the municipal level lake management practice developments, applying general research-and-development (R&D) framework approach and researching particularly the status and development trends of the three governance’s dimensions’ employment – governance content by socio-ecological system (SES) approach, governance segments as for main stakeholders’ involvement and participation, as well as, the set of governance instruments, especially, institutional/administrative ones. There were chosen pilot municipalities, having diverse and successful lake management approaches utilised, and, for the first study stage, document analysis and semi-structured interviews with related municipal specialists were done, using case study research (CSR) methodology application. There were recognized five lake management approaches, even in most municipalities in Latvia, particularly in rural ones, lake management is traditionally done by the scarce municipal territory administrative units and Utilities departments/services, and, only limited number of municipalities, also particularly studied, have developed and are employing for lake management also nature resource/environmental departments, while only in few municipalities there are established special municipal lake management agencies. Promising looks NGO sector management approach used by some municipalities, both top-down either bottom-up establishment chosen to apply, but as most perspective could be recognised complex approach (cross-sector) management practice, where most or all above mentioned approaches are combined and complementary supporting each other, within particular municipality. All studied municipalities possess certain lake management success stories, to be studied further in very detail, however, in general, there is to be seen still limited understanding and utilisation of the SES approach, also still potential of various stakeholder’s involvement and pro-active development of all complementary governance instruments, even many of instruments are available in studied municipalities, but lake communication instruments (information, education/training, participation and lake-friendly behaviour) are mostly underdeveloped.
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Jovanović, Zoran. "Uticaj novog javnog menadžmeta na privatizaciju javnih službi." In XVI Majsko savetovanje. University of Kragujevac, Faculty of Law, 2020. http://dx.doi.org/10.46793/upk20.891j.
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Public services that satisfy the interest of the community in contemporary conditions are provided by administrative organizations, market entities or an administrative organization and a private entity together through various arrangements, all depending on the generally accepted conception of the role of the state in public administration. Some of the countries to be analyzed went much deeper into management than other countries because governments realized that they did not have to provide goods and services to citizens if they could not guarantee that services would be provided fairly, which contributed to the rapid and effective public service reform. The state (administration) becomes (remains) only the coordinator of public policies that ensures fairness in providing services to citizens, and ceases to be its undisputed immediate executor. In this paper, the author analyzes the impact of new public management on the privatization of public services in the United States and in Westminster countries (Canada, United Kingdom and Australia). Private provision of public services has long been a part of efficient and effective governance in these countries. In the midst of new public management reforms that have spread around the world since the 1980s and beyond, there is a growing interest in private governance and ownership of key public services at all levels of government. A key question for governments considering privatizing public services is whether private firms provide higher quality services than their public sector partners. Compared to the performance of private sector organizations, the quality of public service delivery is difficult to measure and monitor in today's context. For these reasons, it is sometimes thought that private firms may not have the necessary capabilities to deal with all elements of effective public service management.
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Abdullah, Yahya. "Judicial oversight of applications submitted to the administration is a reason for its development." In INTERNATIONAL CONFERENCE OF DEFICIENCIES AND INFLATION ASPECTS IN LEGISLATION. University of Human Development, 2021. http://dx.doi.org/10.21928/uhdicdial.pp191-212.
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"The administration performs a great task in the life of modern societies, through its intervention to satisfy public needs through the establishment and management of public utilities that aim to achieve the public interest and respond to the requirements and necessities of daily life, as well as protecting public order, and regulating the relationship between them and individuals with constitutional and legal texts, as well as The organizational rules that lay down the general framework for public liberties and individual rights, all to prevent them from practicing any activity outside the framework of legality. Originally, the administration is not obligated to issue its decisions in a specific form, as it is free to choose the external form of these decisions, unless the law requires it otherwise. This requires that the decision be embodied in an external form in order for individuals to know the will of the administration and to adjust their behavior according to its requirements. However, the implementation of this rule on its launch, may negatively affect the rights of individuals, because the administration may sometimes deliberately remain silent about deciding the requests submitted to it, or it may neglect at other times to respond to these requests. Existence of apparent decisions in an external legal form, meaning that the matter remains in the hands of the administration, if it wants it will respond to the requests of individuals, and if it wants to be silent, which constitutes a waste of their rights, a violation of the principle of equality, and confiscation of the right to litigation guaranteed by the constitution, it requires protection of individuals from the inconvenience of the administration And the abuse of their rights, and put an end to the neglect of employees and their indifference to the requests or grievances submitted to them, in addition to the fact that the requirements of the public interest require that the administrative staff exercise the powers entrusted to them by law at the present time. ( ) For these justifications, the legislator intervened in many countries, including France, Egypt, Lebanon and Iraq, to suppose that the administration had announced its will, even if it remained silent or silent about deciding on the request presented to it, and this resulted in an implicit administrative decision of rejection or approval. As a result of the large number of state intervention in the economic and social fields in recent times, it has led to the multiplicity and diversity of state agencies and institutions, and the public administration often does not provide its services to individuals except at the request of individuals. Therefore, it may be difficult for individuals to identify a competent administrative authority to submit their request to. to get those services. He makes a mistake and submits it to a non-competent administrative body. When this authority is silent and does not transfer the request to its competent authority, and the legal period granted to the administration to respond to their requests has passed, individuals resort to the judiciary, and submitting the request to the non-competent authority prevents the judiciary from accepting their claim, which wastes their rights and thus harms them. Therefore, the administrative judiciary in many countries has extended its control over this case to consider the application submitted to a non-competent administrative body as if it was submitted to its competent authority, given that the state is a single public legal person. Accordingly, the request submitted to any party starts from the legal period available to the administration to meet the requests of individuals and in its absence the implicit administrative decision of rejection or acceptance arises. Accordingly, we will study the jurisprudence of the French, Lebanese, Egyptian and Iraqi judiciary in this study. The importance of the study lies in the implications of the subject of requests submitted to the administration, the delay in their completion, the silence of the administration, and the consequent effects and exposure to the rights of individuals. And that it will show how to confront this silence, neglect and intransigence of the administration. The idea of implicit administrative decisions, resulting from the administration’s silence on the requests submitted to it, is an effective means, which makes the administration more positive and enables individuals to confront the administration’s silence, and prevents its intransigence, arbitrariness or neglect. The problem of the research is that can silence be an expression of the will? How do individuals protect themselves from the actions of the administration, and who guarantees its non-bias, arbitrariness and deviation? Does submitting the application to a non-competent body protect the rights of individuals? ? And the extent of judicial oversight on the authority of the administration.? And the extent of the compatibility and divergence of the positions of the administrative judiciary in France, Lebanon, Egypt and Iraq regarding this.? From the above in explaining the importance of the study and its problem, we can deduce the scope of the study, which is the study of judicial control over the requests submitted to the administration by taking an overview of the nature of the requests, their types and distinguishing them from others, and the position of each of the legislation, the judiciary and jurisprudence from it. The research consists of two sections, the first deals with the nature of the request and what is related to it, and the second is judicial control over the applications submitted to the administration, as follows"