Artículos de revistas: "Administrative structures"

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Cases, Laurent J. "Language and Administrative Structures". Historia 68, n.º 3 (2019): 353. http://dx.doi.org/10.25162/historia-2019-0019.

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Allegri, Francesca. "Administrative Structures for Education Programs". Medical Reference Services Quarterly 10, n.º 2 (22 de mayo de 1991): 95–101. http://dx.doi.org/10.1300/j115v10n02_07.

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Rogers, Alan. "Administrative structures for distance education". International Journal of Educational Development 13, n.º 2 (abril de 1993): 195. http://dx.doi.org/10.1016/0738-0593(93)90014-q.

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Stanley, Elizabeth C. y Jean W. Adams. "Analyzing administrative costs and structures". Research in Higher Education 35, n.º 1 (enero de 1994): 125–40. http://dx.doi.org/10.1007/bf02496665.

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Löwstedt, Jan. "Structures and processes in administrative change". Scandinavian Journal of Management 7, n.º 2 (enero de 1991): 143–50. http://dx.doi.org/10.1016/0956-5221(91)90044-2.

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6

Kusiak-Winter, Renata. "Otoczenie polityczno-prawne administracji publicznej". Przegląd Prawa i Administracji 111 (28 de febrero de 2018): 103–18. http://dx.doi.org/10.19195/0137-1134.111.7.

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LEGAL AND POLITICAL ENVIRONMENT OF PUBLIC ADMINISTRATIONThe analysis of the political and legal environment of the public administration has been presented from the point of view of arational lawmaker who aims the legal framework enabling influence of politics on the administration. This is reflected in the general administrative law, the administrative law of organizational structures, the substantive administrative law and the procedural administrative law.

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7

Noll, David. "Administrative Sabotage". Michigan Law Review, n.º 120.5 (2022): 753. http://dx.doi.org/10.36644/mlr.120.5.administrative.

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Government can sabotage itself. From the president’s choice of agency heads to agency budgets, regulations, and litigating positions, presidents and their appointees have undermined the very programs they administer. But why would an agency try to put itself out of business? And how can agencies that are subject to an array of political and legal checks sabotage statutory programs? This Article offers an account of the “what, why, and how” of administrative sabotage that answers those questions. It contends that sabotage reflects a distinct mode of agency action that is more permanent, more destructive, and more democratically illegitimate than more-studied forms of maladministration. In contrast to an agency that shirks its statutory duties or drifts away from Congress’s policy goals, one engaged in sabotage aims deliberately to kill or nullify a program it administers. Agencies sabotage because presidents ask them to. Facing pressure to dismantle statutory programs in an environment where securing legislation from Congress is difficult and politically costly, presidents pursue retrenchment through the administrative state. Building on this positive theory of administrative sabotage, this Article considers legal responses. The best response, this Article contends, is not reforms to the cross-cutting body of administrative law that structures most agency action. Rather, the risk of sabotage is better managed through changes to how statutory programs are designed. Congress’s choices about agency leadership, the concentration or dispersal of authority to implement statutory programs, the breadth of statutory delegations, and other matters influence the likelihood that sabotage will succeed or fail. When lawmakers create or modify federal programs, they should design them to be less vulnerable to sabotage by the very agencies that administer them.

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8

Noll, David. "Administrative Sabotage". Michigan Law Review, n.º 120.5 (2022): 753. http://dx.doi.org/10.36644/mlr.120.5.administrative.

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Government can sabotage itself. From the president’s choice of agency heads to agency budgets, regulations, and litigating positions, presidents and their appointees have undermined the very programs they administer. But why would an agency try to put itself out of business? And how can agencies that are subject to an array of political and legal checks sabotage statutory programs? This Article offers an account of the “what, why, and how” of administrative sabotage that answers those questions. It contends that sabotage reflects a distinct mode of agency action that is more permanent, more destructive, and more democratically illegitimate than more-studied forms of maladministration. In contrast to an agency that shirks its statutory duties or drifts away from Congress’s policy goals, one engaged in sabotage aims deliberately to kill or nullify a program it administers. Agencies sabotage because presidents ask them to. Facing pressure to dismantle statutory programs in an environment where securing legislation from Congress is difficult and politically costly, presidents pursue retrenchment through the administrative state. Building on this positive theory of administrative sabotage, this Article considers legal responses. The best response, this Article contends, is not reforms to the cross-cutting body of administrative law that structures most agency action. Rather, the risk of sabotage is better managed through changes to how statutory programs are designed. Congress’s choices about agency leadership, the concentration or dispersal of authority to implement statutory programs, the breadth of statutory delegations, and other matters influence the likelihood that sabotage will succeed or fail. When lawmakers create or modify federal programs, they should design them to be less vulnerable to sabotage by the very agencies that administer them.

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9

Jagannath, Harish P. "India’s District Collectors as administrative entrepreneurs: myth or reality?" International Journal of Public Leadership 13, n.º 4 (13 de noviembre de 2017): 260–75. http://dx.doi.org/10.1108/ijpl-01-2017-0002.

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Purpose The purpose of this paper is to understand the relationship between administrative entrepreneurship and bureaucratic (administrative) leadership in government bureaucracies. Design/methodology/approach This topic is empirically examined in the context of India’s district administration. A within-case analysis is conducted of a District Collector’s efforts to initiate change using a case study research methodology. Data from elite interviews, analyzed in NVivo 11, are used to draw descriptive inferences that are tested against a set of conditions using the process tracing technique. Findings The District Collector in the study aspired to be a transformational leader by demonstrating administrative entrepreneurship, but in reality due to the formal organizational structures, the style of bureaucratic leadership functioning is transactional. Research limitations/implications This study contributes to furthering public leadership theory as it opens up the classic question: what type of leadership is expected out of administrative leaders in government bureaucracies? This is a critical issue given that District Collectors are responsible for the welfare of one-sixth of the world’s population. Practical implications District Collectors need to get comfortable with the duality inherent in their position – that their organizational structures allow them to be both administratively entrepreneurial and rigid – and learn the art of navigating these complex structures. Public sector training academies for career civil servants need to engage with the subject of administrative entrepreneurship and leadership. Originality/value This is the first study, to the best of knowledge, to develop an analytical typology that can be used as a diagnostic tool for administrative leaders to holistically assess their leadership style.

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10

Kusiak-Winter, Renata. "Wielopostaciowość administracji w prawie administracyjnym". Opolskie Studia Administracyjno-Prawne 16, n.º 1 (3) (13 de septiembre de 2019): 71–81. http://dx.doi.org/10.25167/osap.1145.

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The phenomenon of multiform nature of public administration has been presented from the point of view of a rational lawmaker who perceives the need for a proper legal framework to design the versatility of public administration. This is especially reflected in the administrative law of organizational structures and in the substantive administrative law, while the main purpose of the general administrative law is to guarantee normative unity in the multifaceted character of public administration.

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RIMSHIN, V. I., E. S. KETSKO y P. S. TRUNTOV. "Technical Inspection Stages of Administrative Building Structures". Zhilishchnoe Stroitel'stvo, n.º 6 (2020): 22–28. http://dx.doi.org/10.31659/0044-4472-2020-6-22-28.

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Popadyuk, N. "Administrative-Territorial Reform and Territorial-Economic Structures". Voprosy Ekonomiki, n.º 5 (20 de mayo de 2004): 73–84. http://dx.doi.org/10.32609/0042-8736-2004-5-73-84.

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The article is devoted to social and cultural problems, essential in the light of formulating the tasks of the future administrative and territorial reform and constructing corresponding regional policy. The author describes the concept of territorial-economic structure, defining it according to social and economic attributes as the group of spatial social and economic systems integrated with surrounding space. Classification of territorial-economic structures as forms of rural and urban types of civilization is offered. Intercivilizational sociocultural "breaks" between different types of territorial-economic structures in Russia are shown. Opportunities of implementation of the given approach in forming national regional policy are considered.

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Gimžauskas, Edmundas. "Institutions for the Administration of Vilnius at the Beginning of the German Occupation during the First World War". Lithuanian Historical Studies 19, n.º 1 (20 de febrero de 2015): 135–74. http://dx.doi.org/10.30965/25386565-01901006.

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The entrenched opinion in historiography is that during the First World War, the German army, after entering the lands belonging to the Russian Empire, created its own occupying administrative structures essentially in an empty space. This also applies to the case of Vilnius. Nevertheless, the diaries and memoirs of witnesses of the events of that time cast doubt on this very entrenched stereotype. Indeed, the entry of the Germans into Vilnius in September 1915 meant radical changes in the development of the city’s administration, but from an administrative point of view, the arriving conquerors did not really find an empty space here. Certain structures, the city magistrate, police and Citizens’ Committee were approved for retention. This was done not at the initiative of the Russian government that carried it out, but of the local public itself. After the Germans marched in, they did not destroy the structures of civil administration they found, but adapted them to meet their own interests. Along with this, they created military structures, leaving civilian rule on the sidelines. As the Germans gradually established themselves, the rudiments of occupation civilian rule, which were drawn from cadres of local Poles, began to emerge. This was associated with the trend the German authorities expressed in the first months of the occupation to link the future of the Vilnius region with Poland. The Poles of Vilnius, dominating in the structures of the civil administration, hoped for a liberal system of government, similar to that of occupied ethnic Poland. However, in the late autumn of 1915, at the initiative of the highest German military command in the East, a special administrative formation, the Oberost, began to be created, which was to become an economic and military colony of Germany. The Vilnius region was also to be part of it. From then on, the creation of the German civil administration began on a purely military basis, with the suppression of the Polish identity and the gradual restriction and pressure on all former local administrative structures, which was fully revealed at the beginning of 1916.

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Carter, Brigit Maria y G. Rumay Alexander. "Entrenched White Supremacy in Nursing Education Administrative Structures". Creative Nursing 27, n.º 1 (1 de febrero de 2021): 14–18. http://dx.doi.org/10.1891/crnr-d-20-00084.

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The National League for Nursing, the American Nurses Association, and the American Association of Colleges of Nursing each have published directives or position statements that support initiatives that would diversify faculty in nursing education; some initiatives very specifically address increasing diversity within nursing faculty leadership ranks. Despite support for these initiatives, there is a lack of faculty members of color in higher-level leadership positions in nursing academia. This article explores two questions that unfold contributing factors. Is the absence of faculty members of color due to historical exclusionary practices of institutional racism? Or is it due to components of internalized racism that may cause faculty members of color to devalue their own potential and ability to rise to leadership roles? Either answer helps explain how entrenched white supremacy continues to be a barrier to diversifying nursing academia. Are we strong enough to dismantle the obstacles to achieving diversity in nursing academic leadership?

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KOTSEV, Emil. "Followership Resilience in Administrative Structures: A New Perspective". Transylvanian Review of Administrative Sciences, SI 2021 (15 de diciembre de 2021): 37–53. http://dx.doi.org/10.24193/tras.si2021.3.

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The study explores followership resilience in three Bulgarian municipalities. Its purpose is twofold: first, to draw the attention of researchers and managers on followership resilience, and second, to explore proactivity and trust as factors of followership resilience in administrative structures. The study is based on a qualitative approach, and uses a combination of two research strategies – exploratory and descriptive. Data is collected through semi-structured interviews with a sample of 35 municipal employees (10.2% from the general population). Followership resilience is analyzed by means of followers’ psychological readiness to participate in the decision-making process and to trust superiors. Four types of followers are identified and strengths and weaknesses of each type are discussed. The preference of the majority of interviewees (69%) to follow instructions and not to trust leaders is interpreted. It is concluded that the formula for successful followership resilience in terms of proactivity and trust involves achieving balance and coherence.

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van Aaken, Anne. "Principles and Structures of European Risk Governance, or: How (not) to Play a Trust Game". European Journal of Risk Regulation 4, n.º 2 (junio de 2013): 159–74. http://dx.doi.org/10.1017/s1867299x00003329.

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Ever more risky service activities are carried out across borders, creating spillovers and externalities. At the same time, if freedom to provide services is legally enabled, states can cooperate in multiple ways to mitigate the potential risks accruing from crossborder activities. Global Administrative Law Scholarship distinguishes five types of administrative regulation: “administration by formal international organizations; administrations based on collective action by transnational networks of governmental officials; distributed administration conducted by national regulators under treaty regimes, mutual recognition arrangements or cooperative standards; administration by hybrid intergovernmental–private arrangements; and administration by private institutions with regulatory functions. In practice many of these layers overlap or combine […]”. In the area of risky cross–border service provision, the EU has moved from a more decentralised version of networks and mutual recognition characterised by coordination and minimum harmonization of rules and standards to a more centralized commandand–control system with European authorities and supervision.

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Schneider, Jens-Peter. "Basic Structures of Information Management in the European Administrative Union". European Public Law 20, Issue 1 (1 de marzo de 2014): 89–106. http://dx.doi.org/10.54648/euro2014008.

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The legal analysis of information management in European administrative procedures is still at an early stage. Comparative legal analyses of standard problems of national as well as EU administrative law are needed. Examples are the allocation of responsibilities between public authorities and private parties for the establishing of facts in (investigatory or adversarial) administrative procedures. Equally important are problems of information management which transcends vertical or horizontal boundaries in the European multi-level and transnational administrative space. Therefore, more classic methods of information sharing (mutual assistance) as well as more integrated European information networks (shared databases) should attract the attention of scholars of European administrative law.

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Balcerek, Marta. "Ustrój prawny samorządu rolniczego w Polsce i RFN. Studium porównawcze". Przegląd Politologiczny, n.º 1 (2 de noviembre de 2018): 115–26. http://dx.doi.org/10.14746/pp.2012.17.1.9.

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Two models of farmers’ institutions have developed in Europe: a) the French model, resulting from the decentralization of public administration and taking the form of agricultural chambers, or corporations under public law, administratively imposing obligatory membership, and b) the Anglo-Saxon model of voluntary agricultural associations with no administrative power. The purpose of this paper is to compare the first model, using the example of the North Rhine-Westphalia Chamber of Agriculture and the Wielkopolska Chamber of Agriculture. The differences are presented in terms of their respective legal structures and the tasks each chamber performs in the state administration of FRG and Poland.

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Peeters, Rik. "The Political Economy of Administrative Burdens: A Theoretical Framework for Analyzing the Organizational Origins of Administrative Burdens". Administration & Society 52, n.º 4 (6 de junio de 2019): 566–92. http://dx.doi.org/10.1177/0095399719854367.

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Most research on administrative burdens focuses on measuring their impact on citizens’ access to services and benefits. This article fills a theoretical gap and provides a framework for understanding the organizational origins of administrative burden. Based on an extensive literature review, the explanations are organized according to their level of intentionality (deliberate hidden politics or unintended consequences) and their level of formality (designed into formal procedures or caused by informal organizational practices). The analysis suggests that administrative burdens are often firmly rooted in a political economy of deeply engrained structures and behavioral patterns in public administration.

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BOIKO, Iryna V., Oleksandr T. ZYMA, Yuliia V. MEKH, Olha M. SOLOVIOVA y Valentyna A. SOMINA. "Administrative Procedure: European Standards and Conclusions for Ukraine". Journal of Advanced Research in Law and Economics 10, n.º 7 (31 de diciembre de 2019): 1968. http://dx.doi.org/10.14505/jarle.v10.7(45).03.

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The relevance of the scientific article is due to the necessity to search for models of legal regulation of public relations that arise in public administration with a private person, which would meet the European standards of administrative procedure. The purpose of the article is to study the European experience of administrative and procedural ordering of public relations in order to form ideas of implementation in the legal field of Ukraine. The leading methods of research were the analysis of European practices of administrative procedure, modelling of legal structures acceptable to Ukraine. As a result of the research, proposals for legislative initiatives on the procedure for adopting administrative acts were formed. Research can be helpful to law-abiding lawyers and law enforcement officials, law school educators, and public administration officials and officials seeking to apply good administration standards and practices to individual management matters.

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Weaver, Russell L. y Linda D. Jellum. "NEITHER FISH NOR FOWL: ADMINISTRATIVE JUDGES IN THE MODERN ADMINISTRATIVE STATE". Windsor Yearbook of Access to Justice 28, n.º 2 (1 de octubre de 2010): 243. http://dx.doi.org/10.22329/wyaj.v28i2.4498.

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This article examines the role of administrative adjudication in the United States constitutional system. It begins by noting that such adjudication fits uncomfortably within a system of divided powers. Administrative judges, including administrative law judges [ALJs] (who have the highest level of protection and status), are considerably more circumscribed than ordinary Article III judges. Indeed, administrative judges are usually housed in the agencies for which they decide cases, rather than in independent adjudicative bodies, and they do not always have the final say regarding the cases they decide. In many instances, the agency can appeal an adverse administrative judge’s decision directly to the head of the agency, and the agency head retains broad power to overrule the administrative judge’s determinations. In other words, the agency can substitute its judgment for that of the administrative judge regarding factual determinations, legal determinations, and policy choices. As a result, many administrative adjudicative structures involve difficult tradeoffs between independence, political control, and accountability. This article examines issues related to the status and power of administrative judges, as well as the constraints that have been imposed on administrative adjudicative authority, and explores whether those constraints continue to serve the purposes for which they were originally imposed.Cet article examine le rôle du règlement de différends dans le domaine administratif dans le cadre du système constitutionnel des États-Unis. Il note d’abord qu’une telle façon de régler les différends cadre difficilement avec un système où les pouvoirs sont divisés. Les juges administratifs, y inclus les juges de droit administratif (qui jouissent du niveau le plus élevé de protection et de statut), sont considérablement plus restreints que les juges ordinaires sous l’Article III. En effet, les juges administratifs sont d’habitude logés dans les agences pour lesquelles ils décident les cas, plutôt qu’au sein d’organismes indépendants de règlement de différends, et ils n’ont pas toujours le dernier mot dans les cas qu’ils jugent. Dans bien des cas, l’agence peut porter en appel directement au chef de l’agence une décision défavorable d’un juge administratif, et le chef de l’agence possède de vastes pouvoirs pour annuler la décision du juge administratif. En d’autres mots, l’agence peut substituer son jugement à celui du juge administratif quant aux décisions de fait, aux décisions de droit et aux choix de politiques. Par conséquent, plusieurs structures de règlement de différends dans le domaine administratif comportent des compromis difficiles entre l’indépendance, le contrôle politique et l’obligation de rendre compte. Cet article examine des questions se rapportant au statut et au pouvoir de juges administratifs, ainsi qu’aux contraintes qui ont été imposées sur l’autorité de régler des différends dans le domaine administratif, et explore la question à savoir si ces contraintes continuent à servir les buts pour lesquels elles ont été imposées originellement.

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Tymoshenko, Y. A. "Criminal offense with administrative prejudice - a crime or an administrative offense?" Russian Journal of Legal Studies 3, n.º 1 (15 de marzo de 2016): 214–19. http://dx.doi.org/10.17816/rjls18144.

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The article deals with theoretical approaches regarding the advisability of a full-fledged revival of administrative prejudice criminal law. On the basis of analyzing the legislative structures of crimes involving as a mandatory feature attraction of the person to administrative responsibility, and the provisions of Art. 14 of the Criminal Code of the Russian Federation concluded that the introduction of the institution is possible only if changes in approach to understanding the nature of the crime and the revision of the place of criminal law in the system of legal regulation.

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23

Dieleman, Susan. "Pragmatist Tools for Public Administration". Administration & Society 49, n.º 2 (27 de julio de 2016): 275–95. http://dx.doi.org/10.1177/0095399714541268.

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In this article, I aim to resuscitate discussions about the value of pragmatism for public administration by identifying some pragmatist tools that can transform the structures and processes of the administrative state. First, public administrators, having adopted a pragmatist fallibilism, will be able to make decisions and act in the absence of certainty. Second, the pragmatist emphasis on participatory inquiry makes possible a more democratic administrative state. Third, pragmatism helps define a new role for experts and expertise that can be used to realize the goals of democratic administration.

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Anan, Keiichi. "Administrative reform of Japanese Space Policy Structures in 2012". Space Policy 29, n.º 3 (agosto de 2013): 210–18. http://dx.doi.org/10.1016/j.spacepol.2013.06.001.

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25

Kapynos, Oksana. "ADMINISTRATIVE PROCEEDINGS IN UKRAINE: MAIN TYPES, STRUCTURES AND MODELS". Knowledge, Education, Law, Management 2, n.º 1 (2021): 106–11. http://dx.doi.org/10.51647/kelm.2021.1.2.18.

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Lee, Jeong-Kyu. "Japanese Higher Education Policy in Korea (1910—1945)". education policy analysis archives 10 (7 de marzo de 2002): 14. http://dx.doi.org/10.14507/epaa.v10n14.2002.

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The purpose of this article is to examine the impact of Japanese nationalistic thought on the administrative systems and structures of colonial and modern higher education in Korea, as well as to analyze Japanese higher educational policy in Korea during the colonial period (1910-1945). It begins with an examination of Shinto, a syncretistic Japanese state religion and the ideological basis of national education. The author investigates Japanese educational policy and administration during the colonial period, including the establishment of a colonial imperial university in Korea. He also reviews the administrative systems and organizational structures in imperial and colonial universities. Both beneficial and negative impacts of the Japanese colonial education system on current Korean higher education conclude the analysis.

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Rukkas, A. y S. Humennyi. "THE FORMATION OF THE STRUCTURES OF THE WEST UKRAINIAN PEOPLE'S REPUBLIC (ZUNR) IN TERNOPIL REGION IN 1918". Bulletin of Taras Shevchenko National University of Kyiv. History, n.º 144 (2020): 49–55. http://dx.doi.org/10.17721/1728-2640.2020.144.9.

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The article deals with the peculiar features of the formation, legitimization and development of administrative, judicial and military structures of the West Ukrainian People’s Republic (ZUNR) in the territory of the southern and central parts of the modern Ternopil region in November – December 1918. Particular attention is paid to the characteristics of the transfer of power by the Austrian administration to the Ukrainian side in the city of Tarnopol (modern Ternopil) – this example is important because, unlike in Lviv, the city mostly managed to preserve the peaceful coexistence of Ukrainian, Polish and Jewish people during the revolutionary events. The study also examines the formation of local administrative structures and law enforcement agencies, such as the Zbarazh, Chortkiv and Berezhany counties, in the context of significant militarization of society, and the deployment of the Ukrainian‑Polish war in Eastern Galicia in 1918–1919. An analysis of the formation of the ZUNR structures in the Ternopil region, in November – December 1918, makes it possible to observe state-building processes in rural areas, at the level of counties and one of the largest cities of Galicia – Tarnopol. Thus, attention is drawn to such issues on the history of ZUNR, which are virtually absent in contemporary Ukrainian and Polish historiography. Studying the creation of administrative structures, the article examines the attitude of the local Polish and Jewish population to building a local national administrative apparatus by the Ukrainians. The cases of involvement of representatives of other peoples who inhabited the territory of Ternopil region to the power vertical of the Western Ukrainian state were emphasized.

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Krosigk, Rüdiger von. "Thomas Ellweins »Der Staat als Zufall und als Notwendigkeit«". Administory 1, n.º 1 (8 de agosto de 2018): 222–37. http://dx.doi.org/10.2478/adhi-2018-0012.

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Abstract Rüdiger von Krosigk’s re-reading (Relektüre) of Thomas Ellwein’s The State as Coincidence and Necessity (Der Staat als Zufall und als Notwendigkeit, 1993/1997) explores the concept of »living administration« in the Prussian region of East-Westfalia-Lippe in the 19th and 20th century. Ellwein’s approach seeks to overcome those top-down perspectives on public administration that mainly focus on formal hierarchical structures and nurture the idea of »rationality« in the activities, functions and development of public administration. By contrast, his history of public administration draws inspiration from empirical administrative sciences, organisation sociology and historical institutionalism. Even 20 years after publication it is still an invaluable source in the field of administrative history.

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Tabernacka, Magdalena. "Kulturowo-antropologiczna mediacyjność organów konsensualnych". Opolskie Studia Administracyjno-Prawne 16, n.º 1 (4) (16 de septiembre de 2019): 107–15. http://dx.doi.org/10.25167/osap.1165.

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Consensual bodies are links in which communication and coordination take place and which enable cooperation of individual structures of the state administrative apparatus. F rom the anthropological point of view, consensual bodies belong to the field of the phenomenon described by this science as mediation. They are a kind of intermediate between separate structures. This causes a number of conditions essential for their functioning in the public administration system.

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Tuganov, Yuri N. y Vladimir K. Aulov. "Judicial Activity: Administration of the Sphere of Justice in Russia 1960–1991". Military juridical journal 4 (15 de abril de 2021): 27–32. http://dx.doi.org/10.18572/2070-2108-2021-4-27-32.

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The article analyzes the mechanism of administrative and state administration of justice in Russia in the period from 1960 to 1991 years and the possibility of its application to the military-judicial system. Based on the results of the study, the authors conclude that the systematization of structures involved in the administrative and state management of the justice sector in Russia in 1960-1991 can be carried out either in two (or judicial bodies, or higher judicial bodies), or in three groups.

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Flax, Norman y Richard L. Swaine. "Influence of Administrative Structure on BSW Program Objectives". Journal of Baccalaureate Social Work 1, n.º 2 (1 de abril de 1996): 41–50. http://dx.doi.org/10.18084/1084-7219.1.2.41.

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This paper reports results of a study that explored relationships between administrative structures of BSW programs and both program efforts and achievement levels in relationship to six major issues confronting BSW programs. In particular, the research investigated Sheafor's hypothesis that there are significant differences among administrative structures in the level of effort required to maintain identity, visibility, autonomy, access to resources and linkages: but none in efforts related to governance. Two hundred and forty-three of the 354 BSW program directors surveyed returned usable questionnaires. The study found negligible relationships between administrative structures of BSW programs and levels of program efforts and achievement of program objectives. Implications of the study for BSW programs and suggestions for future research are discussed.

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Chung, Chung Kil. "Conditions of Successful Administrative Reform -A Historical Perspective-". Korean Journal of Policy Studies 8 (31 de diciembre de 1993): 1–14. http://dx.doi.org/10.52372/kjps08001.

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When a new president is elected, it is generally assumed that one of the president's challenges is to reform government operations. Recent reforms in Korean government had been mainly those of changes of government structures: these changes have included the consolidation of organizational functions and the dismantling of inefficient and unpopular agencies. They were the so-called cutback reforms. In May 1988, when popularly elected President Rho announced the establishment of the Administrative Reform Commission (ARC), many believed that administrative reform would be critical to the president's effort to democratize the governmental processes of the Sixth Republic. In July 1989, the ARC submitted its proposals for reform to the Ministry of General Affairs(MGA): these proposals recommended a wide range of structural and functional changes. The MGA, serving as the secretariat to the ARC, distributed the report to each ministry and agency and invited their opinions.

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Hafer, Joseph A. "Understanding the Emergence and Persistence of Mandated Collaboration: A Policy Feedback Perspective of the United States’s Model to Address Homelessness". American Review of Public Administration 48, n.º 7 (12 de septiembre de 2017): 777–88. http://dx.doi.org/10.1177/0275074017729877.

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Collaboration is commonplace in contemporary public administration. In many instances, policy mandates collaboration between previously unconnected organizations for those organizations to obtain essential funding for public services, thus creating new administrative structures grounded in collaboration. There exists substantial research that focuses on the collaborative process and potential outcomes of these structures, yet their emergence and development is less understood. The Housing and Urban Development (HUD) continuum of care (CoC) model is one such collaborative structure that has been the dominant administrative service delivery system used to address homelessness in the United States since the early 1990s. A historical analysis reveals that policy feedback effects help explain the emergence and persistence of the CoC model from before its origin to its eventual codification in the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of 2009. A policy feedback perspective of the CoC model demonstrates how the interplay of policy, politics, and administration led to a mandate to collaborate to address a large-scale social problem.

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Lampropoulou, Manto y Giorgio Oikonomou. "The “Trilemma” of Public Bodies: Bureaucratic Structures Versus Agencies Under Policy Conditionality". Administration & Society 52, n.º 9 (4 de febrero de 2020): 1299–332. http://dx.doi.org/10.1177/0095399720902798.

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The aim of this article is to explore the implications of the delegation of powers from central bureaucracies to semi-autonomous agencies for public administration under policy conditionality. Focusing on Greece, we argue that agencification reforms that were introduced during the economic adjustment programs (2010–2018) have changed the role of the administrative apparatus in policy-making and implementation. Based on two exemplary case studies, tax administration and state assets management, the empirical findings illustrate the political dynamics that induced organizational transformation and show how policy conditionality has changed the domestic agencification pattern and has rebalanced the institutional, functional, and democratic dimensions of agencies.

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Lovett, Dorothy J. y Carla D. Lowry. "“Good Old Boys” and “Good Old Girls” Clubs: Myth or Reality?" Journal of Sport Management 8, n.º 1 (enero de 1994): 27–35. http://dx.doi.org/10.1123/jsm.8.1.27.

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Two reasons given for the dramatic decline in the percentage of women coaches since the passage of Title IX have been the effectiveness of the “good old boys” network and the lack or ineffectiveness of the “good old girls” network. With homologous reproduction used as a theoretical basis for these networks, 1,106 public secondary schools were surveyed to determine their administrative structures based on the sex of the principals and the athletic directors. Two types of administrative structures were identified with four models under each type. The numbers of male and female head coaches in the girls' athletics program under each administrative structure were determined and analyzed for independence. Significant differences were found between the different administrative models and the gender of the head coaches. Findings are discussed in terms of the prevailing administrative structures and the representation of females in coaching as a result of the dominant group reproducing itself.

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Gusakov, Egor. "Clusters, cooperative integration structures and administrative regions: A comparative analysis". Science and Innovations 3, n.º 193 (marzo de 2019): 38–41. http://dx.doi.org/10.29235/1818-9857-2019-3-38-41.

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Wei, Wenchi, J. S. Butler y Edward T. Jennings. "The Determinants of Municipal Structures on a Political-Administrative Dimension". American Review of Public Administration 49, n.º 2 (27 de noviembre de 2018): 189–202. http://dx.doi.org/10.1177/0275074018814876.

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Adjusting municipal structures and cross-adoption of structural characteristics between mayor-council and council-manager municipalities have been common in the United States in recent decades. This research investigates seven essential structural characteristics of U.S. municipalities and constructs a municipal structure political-administrative index. We attempt to examine the determinants of municipal structures on a political-administrative dimension. We incorporate political conflict theory and class cleavage theory into our theoretical model of the cost analysis of citizens to explain municipal structure choices. Data are collected from the Decennial Census, American Community Survey, and three rounds of national surveys of municipal structures by the International City/County Management Association in 2001, 2006, and 2011. The final data set contains 6,777 municipality-year observations, and the empirical results demonstrate that municipal structure choices are statistically significantly associated with citizens’ socioeconomic and demographic characteristics. Citizens’ income levels play a crucial role in determining municipal structure changes during the sample period (2001-2011).

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Snowden, Monique. "Refocusing | Losing | Finding: Beyond SEM Structures, Functions, and Administrative Contexts". Strategic Enrollment Management Quarterly 3, n.º 4 (enero de 2016): 240–60. http://dx.doi.org/10.1002/sem3.20073.

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Selivanova, A., N. Kartashova, E. Tikhonova y A. Pyatykh. "Greening of the administrative-territorial structures in the urban space". IOP Conference Series: Earth and Environmental Science 226 (19 de febrero de 2019): 012011. http://dx.doi.org/10.1088/1755-1315/226/1/012011.

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40

Winkler, Daniela y Christoph Knill. "Convergence or Divergence of National I Legal I and Administrative Structures? Europeanisation Effects of the Environmental Impact Assessment in Germany and England (Part 1)". Journal for European Environmental & Planning Law 3, n.º 1 (2006): 43–51. http://dx.doi.org/10.1163/187601006x00065.

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AbstractIn the past few years the effects of European integration on national legal and administrative structures have increasingly attracted the attention of legal and administrative analysts. One of the main topics of this branch of research based on the catchword 'European isation' is the question whether and to what extent these processes have led to the approximation of national legal and administrative structures in the course of time. However, we still lack comprehensive findings as to whether and under what conditions the effects of European integration lead to domestic administrative and legal changes. It this paper, we try to address this research gap. We analyse whether and to what extent the implementation of European policies leads to an approximation of legal and administrative structures in the Member States. This question will be thoroughly elaborated by using the example of the implementation of directives related to the Environmental Impact Assessment (EIA) and the Strategic Environmental Assessment (SEA) in Germany and England.

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Girao, Augusto. "Capacidad de Gestión Administrativa de los Municipios Peruanos: Estudio Comparado de Seis Municipios de la Región Ica". Revista Portuguesa de Ciência Política / Portuguese Journal of Political Science 13 (2020): 107–20. http://dx.doi.org/10.33167/2184-2078.rpcp2020.13/pp.107-120.

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This article analyzes the capacity of administrative management of Peruvian municipalities, taking as a case study six municipalities of the Ica Region. The administrative capacities of the municipal governments can be assessed based on the analysis of their municipal organizational structures. For the analysis of this, 3 indicators were established: municipal management and planning, human resources and material resources. The indices show that the management capacities of the municipalities under study are in a deficient situation. As a consequence, there is no defined course of the municipal administration, since the management is directed to address everything without an improvised plan in the long term. Likewise, there is a lack of interest on the part of municipal officials to innovate and improve the administrative management capacity of their respective municipalities. Above all, functions related to planning, management of administrative units of municipal basic structure and municipal administrative systems, which is seen with greater emphasis in rural municipalities, according to the data shown.

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Katarzyna, Ewa y Marta Pietrzyk. "Interpretation of Administrative Legal Norms Demonstrating Strong Relations with Civil Law Which Aim Environmental Protection". Studies in Logic, Grammar and Rhetoric 32, n.º 1 (1 de mayo de 2013): 111–21. http://dx.doi.org/10.2478/slgr-2013-0007.

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Abstract The penetration process of structures traditionally assigned to civil law into administrative law, especially administrative law aiming environmental protection, has been more noticeable through recent years. This process resulted in deepening the absence of a clear separation of private law norms from public law norms. It led to the existence of so-called quasi civil solutions, which can be found for example in the Act on prevention from damages in environment and its repair. Their specificity consists in the fact that they cannot be regarded as civil law structures due to the differences between them and the civil law structures. This legal status sets new challenges for legal theorists as well as practition- ers. They concentrate on interpretation of administrative law provisions which were penetrated by civil law structures, taking into account differences between interpretation of administrative and civil law provisions. We should not reject specific character of the civil law provisions’ interpretation and interpret these provisions only by taking into account specificity of administrative law inter- pretation. Civil law institutions are characterized by a larger field for action, which is left for parties or performers, in comparison to the institutions of ad- ministrative law. This specificity of civil law structures should be considered as its advantage that should not be removed in the activities of public authorities.

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Buckley, Fiona y Caroline Hofman. "Women in local government: Moving in from the margins". Administration 63, n.º 2 (1 de agosto de 2015): 79–99. http://dx.doi.org/10.1515/admin-2015-0011.

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Abstract This article presents a descriptive overview of women’s participation in the elected and administrative structures of local government in the Republic of Ireland. Drawing on analysis of candidate data and electoral results from the 2014 local elections, it shows that women’s political representation currently stands at just under 21 per cent, a record high for women’s participation in the elected structures of county and city councils. The article evaluates the lessons learned about political parties, gender and candidate recruitment at the 2014 local elections. It argues that the impending introduction of legislative gender quotas at the next general election was the main driving force behind women’s increased participation in these elections. Turning attention to the administrative structures of local authorities, it is revealed that men continue to dominate senior management positions. While increasing numbers of women are accessing senior management roles, gendered barriers remain. The article concludes by reflecting on the future prospects for women’s participation in both the elected and administrative structures of local government in the Republic of Ireland. It recommends an extension of legal gender quotas to local elections and a more proactive gender promotional and mentoring campaign within local government administrative structures.

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Tushnet, Mark. "The Legitimation of the Administrative State: Some Aspects of the Work of Thurgood Marshall". Studies in American Political Development 5, n.º 1 (1991): 94–118. http://dx.doi.org/10.1017/s0898588x00000171.

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The judicial role in the construction of the twentieth-century state was decisively structured by the interaction of developments in jurisprudence and by changes in the organization of the regulation of economic activity. Individual judges brought their backgrounds and political predispositions to the task as well, and we will gain a full understanding of the judicial role in structuring the state only by integrating biography, jurisprudence, and political economy. This article examines the work of Justice Thurgood Marshall in constructing the post-New Deal settlement of the relations among people in their capacity as consumers, people in their capacity as workers, and capital. That settlement was expressed in legal forms that departed from the common law doctrines that had for two centuries provided one of the legitimating ideologies of social relations. With the construction of the administrative state came the need to reconstitute not only the legal structures that supported the agencies of government, but also the ideological structures that explained the legitimacy of these innovations. While legal academics articulated carefully thought out defenses of the administrative state, judges provided the citizenry with less developed but, perhaps, more easily understood ideologies. Justice Marshall's work in areas of labor law and civil procedure provides insight into the dimensions of the legal legitimation of the administrative state, while his unique experience as a lawyer and his place within the Court illuminate the importance of biographical factors in a full explanation of the construction of the legal structures of the administrative state.

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Abuladze, Lasha y Zuzana Skorková. "Human Resource Management Department Development and its Organizational Structures". SHS Web of Conferences 115 (2021): 03001. http://dx.doi.org/10.1051/shsconf/202111503001.

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The purpose of our study represents to determine how HRM’s organizational structures has been changed in the past and where HRM is positioned in present. For obtain theoretical knowledge, we used methods: collecting, gathering, sorting, content analysis, synthesis, comparative and deduction of information. Main sources of obtained information, knowledge represent professional articles and research. Today’s HRM, its position and roles (strategic partner, administrative expert, change agent, employee champion) has undergone five key stages of evolution, changes in organizational structures. At the early stages, HRM was positioned within different departments, as Labor/administrative manager and Welfare officer with roles: administrative expert and change agent. From later to modern stages (Personnel management, HRM and Modern HRM), HRM, by obtaining new roles (change agent and strategic partner), become mostly complected, complicated and managed to operate as separate department, on the same level of importance as financial, strategic, marketing and other departments within organizational structure. Based on todays trend, linked with HR-to-employee ratio, HR ratio per 100 employees year by year decreases, which might cause another important changes to HR department’s position within the organizational structure.

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TOLEIKIENĖ, Rita, Diana ŠAPARNIENĖ, Włodzimierz SROKA y Vita JUKNEVIČIENĖ. ""The Role of the Leader in the Integral System of Ethics Management in Municipalities"". Transylvanian Review of Administrative Sciences, n.º 65E (25 de febrero de 2022): 129–48. http://dx.doi.org/10.24193/tras.65e.7.

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"Seeking good governance at local self-government, ethics management is a significant function in a public administration organization, in line with transparency, accountability, responsibility, openness and efficiency. Leadership is a key factor in driving organization towards ethical culture. Given this fact, the aim of this article is to disclose the role of leaders of the municipality in the formation and implementation of the integral ethics management system. The integral system of ethics management in the municipality is measured through the ethics management measures, processes and structures from the perspective of leaders at the political and administrative level, taking Lithuania as a case for the study. Quantitative research in the form of a structured and standardized questionnaire was used. Research sample includes 274 respondents from Lithuanian municipalities. The findings of the research show that the political leader – the mayor of the municipality – is more symbolic one, more as supporter of the ethics management in a municipality, while the administrative leader – the director of the administration (head of the division) – is considered as the main figure in ethics management processes, as well the initiator and the personal example of ethical behavior."

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Czechowski, Paweł. "ADMINISTRACYJNOPRAWNE MECHANIZMY ZWALCZANIA AFRYKAŃSKIEGO POMORU ŚWIŃ (ASF)". Studia Iuridica, n.º 87 (12 de octubre de 2021): 42–53. http://dx.doi.org/10.31338/2544-3135.si.2020-87.3.

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The article presents the genesis of the occurrence and origin of the African Swine Fever virus (ASF). In the absence of the discovery of a vaccine against the ASF virus, the only form of combating it is the application of administrative legal mechanisms characteristic of sanitary and veterinary law. The subject of the analysis are the administrative and legal mechanisms used to fight the ASF virus: the bans, orders, and mixed structures. The legal analysis performed was based on the legal regulations of the European law and the Polish national law. The final remarks include an assessment of the effectiveness of the doscussed legal mechanisms.

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Christensen, Tom y Per Lægreid. "Competing principles of agency organization – the reorganization of a reform". International Review of Administrative Sciences 78, n.º 4 (diciembre de 2012): 579–96. http://dx.doi.org/10.1177/0020852312455306.

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This article analyses the changing principles of structural organization of the governmental agencies in the welfare administration in Norway. Through the use of instrumentally oriented organization theory and empirical data based in public documents and interviews, we analyse how welfare administration changes through the implementation process when organizational principles are rebalanced based on changing actor patterns, negotiations and path dependencies. The study illustrates that contradictions and complexities in organizational design are enduring features of public sector organizations. Points for practitioners Administrative reforms may change during the implementation process and are often multi-dimensional because interests and organizational principles are rebalanced when bureaucrats implement what politicians have decided. It seems to be difficult to find a stable balance between different principles of specialization, and specialization increases the need for coordination. Administrative reforms are not only about internal administration but are also a political process where political, administrative and professional logics clash and are balanced and rebalanced. Organizational structures are not only about efficiency but also tend to favour some processes, ideas, clients, users and actors over others.

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Emery, Yves, David Giauque y Frédéric Rebmann. "The slow transformation of Swiss federal administrative elites". International Review of Administrative Sciences 80, n.º 4 (26 de noviembre de 2014): 687–708. http://dx.doi.org/10.1177/0020852314533452.

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This article sets out to study the profile of Swiss administrative elites at federal level by showing how their profile has evolved in the light of what has come to be known as the wave of New Public Management (NPM), which has benefited from a very fertile ground in Switzerland. These elites correspond to a specific institutional order, in relation to specific organizational structures and workings, and have specific characteristics in terms of career paths and academic background. However, the administrative reforms that have been rolled out since the 1980s have transformed the institutional order within which executives of the federal administration evolve. This article analyses the extent to which these transformations have had an impact on the characteristics of these elites, through indicators such as academic capital, social capital, and career path within and outside the administration. The results show a slow but significant transformation in the profiles of these elites towards an increasing managerialization, reflecting that of the context in which they evolve. Points for practitioners The relationship between politics and the administration is naturally shaped by individuals but is closely dependent on the profiles of the players. They are currently undergoing a transformation in the wake of administrative reforms, and also of the changing profiles of both the political and administrative players. Gaining an insight into the slow transformation of the profiles of administrative elites therefore sheds light on the political-administrative nexus. The gradual managerialization of the administrative elite highlighted in this article also allows for a better understanding of which professional experiences, qualifications and skills are valued today within the senior civil service in Switzerland.

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WILSFORD, DAVID. "Tactical Advantages Versus Administrative Heter Ogeneity:". Comparative Political Studies 21, n.º 1 (abril de 1988): 126–68. http://dx.doi.org/10.1177/0010414088021001006.

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The argument examines two contrasting views of state authority in France and reopens the question of “strong” versus “weak” states. To do so, it explores the traditional Rousseauian view of the strong state and contrasts it to an opposing view that emphasizes administrative heterogeneity even in so-called strong states. The argument applies these views to the French state and develops a reconciliation of them. I argue that it is useful to conceive of state authority and structures in terms of “tactical advantages” that states may or may not have at their disposal in relations with civil society. State traditions structure over time the tactical advantages states may have. Strong state structures and the tactical advantages these give to the state enable it to shape politics by employing more effectively policy instruments to induce and constrain political behavior and policy outcomes. The state's tactical advantages influence what interest groups do politically and their effectiveness. Thus the French state possesses tactical advantages that enable it to structure the role interest groups play. The “weaker” American state, by contrast, does not possess tactical advantages that give it a comparable capacity to dictate inducements and enforce constraints on politics. But there are also important limits to the French state's strength. One of the most important of these is the French state's vulnerability to direct action, or exit from normal politics.

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