Bibliographies thématiques / Chief Secretary's Office

Littérature scientifique sur le sujet « Chief Secretary's Office »

Auteur : Grafiati
Publié le 25 juillet 2024

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Articles de revues sur le sujet "Chief Secretary's Office"

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Ryoichi, Osamu. « POLITICAL CHANGING FOR PRIME MINISTER OF JAPAN ». International Journal of Law Reconstruction 5, no 1 (6 mai 2021) : 75. http://dx.doi.org/10.26532/ijlr.v5i1.15540.

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The prime minister of Japan (日本国内閣総理大臣, Nihon-koku naikaku sōridaijin, or shushō (首相)) (informally referred to as the PMOJ) is head of the government of Japan, the chief executive of the National Cabinet and the commander-in-chief of the Armed Forces of Japan; he is appointed by the emperor of Japan after being designated by the National Diet and must enjoy the confidence of the House of Representatives to remain in office. He is the head of the Cabinet and appoints and dismisses the other ministers of state. The literal translation of the Japanese name for the office is Minister for the Comprehensive Administration of (or the Presidency over) the Cabinet. The current prime minister of Japan is Yoshihide Suga. On 14 September 2020, he was elected to the presidency of the governing Liberal Democratic Party (LDP). After being confirmed in the Diet, he received an invitation from Emperor Naruhito to form a government as the new prime minister, and took office on 16 September 2020. Japan's parliament has elected Yoshihide Suga as the country's new prime minister, following the surprise resignation of Shinzo Abe. After winning the leadership of the governing party earlier this week, Wednesday's vote confirms the former chief cabinet secretary's new position. It happened because the needed of political interest for Japan.
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Van De Voorde, Aloïs. « De functie van de kabinetschef ». Res Publica 27, no 2-3 (30 septembre 1985) : 297–310. http://dx.doi.org/10.21825/rp.v27i2-3.19212.

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In Belgium, as in most countries, each Minister or Secretary is assisted by a limited number of trusted collaborators who constitute the Ministerial Office («Cabinet», «Kabinet») .The article is an attempt to shed a light on the Chief Ministerial Officer («Chef de Cabinet», «Kabinetschef») who is the closest collaborator of the Minister.In order to show the role of the Chief Ministerial Officer, the article first describes the tasks, powers and composition of the Ministerial Office to proceed to a more extensive analysis of the functions, the appointment of the Chief Ministerial Officer, and the question whether he can exercise executive power.The most important tasks of the Chief Ministerial Officer are: organization and coordination of the Office and its activities, acting as a «Liaison-Officer» with the Minister, passing on of information, exercising of a form of internal, political and administrative control.The article closes with some more personal remarks, pointing out a few guidelines which a Chief Ministerial Office, should keep in mind.
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Ravndal, Ellen J. « A Guardian of the UN Charter : The UN Secretary-General at Seventy-Five ». Ethics & ; International Affairs 34, no 3 (2020) : 297–304. http://dx.doi.org/10.1017/s0892679420000490.

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AbstractOver the past seventy-five years, the UN secretary-general has come to occupy a highly visible position in world politics. While the UN Charter describes the post merely as the “chief administrative officer” of the organization, today it is widely recognized that the secretary-general also plays a central role in political matters. What makes the role of the UN secretary-general special? Where does the office's authority come from? As part of the special issue on “The United Nations at Seventy-Five: Looking Back to Look Forward,” this essay looks back at the tenures of previous UN secretaries-general and applies ideas from sociological institutionalism to argue that the UN secretary-general holds the position of a “guardian” of the UN Charter. The UN secretary-general, more than anyone else within the UN system, represents the UN overall. From this flows great responsibilities and challenges, as the UN secretary-general is often expected to step in when other parts of the UN are unable or unwilling to act, and to take the blame when things go wrong. But this special position also endows the office with a substantial degree of authority, which future holders of the office can use to shape policies and mobilize support as the UN seeks to address urgent global challenges.
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Nwokedi, Chinwendu Stephnora Grace. « The relevance of professional secretaries and need for further training ». Journal of Professional Secretaries and Office Administrators 23, no 1 (31 décembre 2015) : 130–34. http://dx.doi.org/10.69984/jopsoa.v23i1.15.

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Really, in the past, business organization and some governmental establishments have little or no idea of the duties of professional secretary in their sectors. Actually some executives fail to distinguish between the Professional Secretary and a mere Copytypist, due to the fact, that both staff are given common place in general office or typing pool. The executives are flocked with numerous opinions that professional secretary is a mere typist staff in the services, as such fails to provide modern equipment and facilities for his/her efficient duties. Inwardly, many people look at secretaries as “drop-outs” or those who cannot advance to secondary education. Other staff ridicule, disrespect both female and male secretaries for -reasons due to the way the Chief Executives treat them. However, the defamatory idea or opinion that secretary belongs to the less privileged has dropped due to better understanding in educational system. They are beginning to realize that Secretary is live wire of any organization. In fact, the earlier they realize this fact, the better for the future development of Nigeria companies. Therefore, this paper seeks to discuss the relevance of secretarial training and the need of the employers in the Nigeria labour market.
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Kakabadse, Andrew, Nadeem Khan et Nada K. Kakabadse. « Company secretary : a role of breadth and majesty ». Society and Business Review 11, no 3 (10 octobre 2016) : 333–49. http://dx.doi.org/10.1108/sbr-04-2016-0023.

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Purpose This paper aims to present the outcomes from 40 one-to-one semi-structured interviews and 12 focus group sessions with company secretaries, chairmen, CEOs, chief financial officer (CFOs), senior independent director (SIDs) and NEDs, about the role of the company secretary. Design/methodology/approach Lukes’ (1974, 2005) third dimension of power is engaged in thematic analysis of this strategic leadership role and its contribution to Board effectiveness. Findings The findings identify “discretionary capacity” as being critical to effective role contribution. Research limitations/implications Whilst the inquiry included international participants, e.g. multi-national Board members and company secretaries, it was conducted within the UK. Practical implications Having a range of discretion is particularly necessary at this time, when the new governance regime is broadening its demands on the role of the company secretary to interact with wider stakeholders. Social implications Better Board effectiveness is critical to broader sustainability of business in society. Originality/value An emergent model of the company secretary role is offered as a tool for building discretionary capacity, based on key technical, commercial and social characteristics, in their contexts – understood together as “Breadth” and “Majesty”. Breadth establishes a competency, whereas majesty, the refined high-level social qualities. This study concludes that the company secretary role is highly dependent on the preferences of the chairman, in enabling them to make an effective contribution to the Board.
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Barnes, Robert. « Chief Administrator or Political ‘Moderator’ ? Dumbarton Oaks, the Secretary-General and the Korean War ». Journal of Contemporary History 54, no 2 (20 août 2018) : 347–67. http://dx.doi.org/10.1177/0022009418785689.

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Seventy-five years after the creation of the United Nations at the Dumbarton Oaks conference, the secretary-general has become the de facto figurehead of the world organization and the office-holder is expected to take a proactive role in a whole range of global issues. Yet it remains unclear what powers the Allied planners intended for the secretary-general. By examining the discussions that took place on this issue before, during and after Dumbarton Oaks this article argues that despite the seemingly innocuous provisions relating to the secretary-general enshrined in the Charter of the United Nations, the office-holder was never intended to simply be a chief administrator. What is more, the first Secretary-General, Trygve Lie, controversially sought to resolve a number of issues that came before the United Nations, most notably the Korean War. The second half of this article thus demonstrates that while Lie did test the parameters of his office to the limits during the Korean conflict, none of his actions exceeded the powers granted to the secretary-general. Moreover, Lie’s role during the Korean War set the tone for his successor, Dag Hammarskjold, who is usually seen as the most proactive secretary-general to date.
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Eaton, Kenneth A. « An Interview with the Chief Dental Officer ». Primary Dental Care os11, no 4 (octobre 2004) : 115–17. http://dx.doi.org/10.1308/1355761042224684.

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Some months ago, I mentioned to Professor Raman Bedi, the Chief Dental Officer (CDO) for England, that Primary Dental Care would be celebrating its tenth anniversary in October 2004. He kindly agreed to a special interview during which he would outline his vision for education, research and opportunities for career development in primary dental care in the future. The timing proved to be perfect as earlier on the day of the interview (16th July 2004), the Secretary of State for Health, John Reid, announced the Government's plans for NHS dentistry and NHS Dentistry: Delivering Change. Report from the Chief Dental Officer (England) 2004 was published.
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Barry, Judith. « Sir Geoffrey Fenton and the office of secretary of state for Ireland, 1580–1608 ». Irish Historical Studies 35, no 138 (novembre 2006) : 137–59. http://dx.doi.org/10.1017/s0021121400004855.

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In May 1560 a new office was established in the Irish administration, the first to be introduced in almost twenty years. It was that strange creation, the office of secretary of state for Ireland. The chief inspiration behind its foundation was Thomas Radcliffe, earl of Sussex, and it is clear from his writings on the subject that he believed some special office of this kind was needed if the policy of reestablishing English government in Ireland was to be implemented successfully.
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Acharya, Sanghmitra S. « ‘Breaking Barriers : The Story of a Dalit Chief Secretary’ ». CASTE / A Global Journal on Social Exclusion 4, no 1 (15 mai 2023) : 172–76. http://dx.doi.org/10.26812/caste.v4i1.655.

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The book ‘Breaking Barriers: The Story of a Dalit Chief Secretary’ published by Emesco Books Private Limited in 2022, and edited by D. Chandrasekhar Reddy, is a powerful account of a journey from fear to fearlessness, from subjugation to assertion and from being no one to becoming a revered exemplary civil servant. Authored by the former IAS officer Kaki Madhava Rao, the book explores the inner mechanism of the civil service at the ground level and casts light on micro policies and governance. Rao was a 1962 batch Indian Administrative Service (IAS) officer who superannuated as Chief Secretary of Andhra Pradesh. He also served as a Director at the Reserve Bank of India and as a member of the Board for Financial Supervision. He was born in 1939, in Pedamaddali village in the Krishna district of Andhra Pradesh. This book is an inspiring account of an astonishing journey of the son of a Parelu,—a farmhand from a Dalit family who breaks the shackles of demeaning existence and challenges posed by the social systems and economic conditions, and emerges successfully to reach the highest echelons of bureaucracy.
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Tarigan, Elvida Br, Muhammad Husni Thamrin Nasution et Rosmala Dewi. « Peranan Sekretaris Desa dalam Menunjang Kinerja Kepala Desa di Desa Sembahe Baru Kecamatan Pancur Batu Kabupaten Deli Serdang ». PERSPEKTIF 6, no 2 (2 juillet 2017) : 64–74. http://dx.doi.org/10.31289/perspektif.v6i2.2513.

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Village Secretary beam is a device that helps the Village Head of Government in the field of orderly administration and development as well as service and community empowerment. As Village Secretary, whose main task is to regulate and manage the financial administration and secretarial affairs inside the container structure of village government organizations, as well as helping the task of village head in governance, social services and rural development. The purpose of this study was to determine the role of Village Secretary Assisting the Head of the Village as well as the constraints. This study leads to the village secretary function to assist the village chief in village governance.this study is a descriptive study with a qualitative approach that describes the phenomenon of the field an then analyzing the facts. The data used is more dominant secondary data fitted with interviews and observations and research was conducted in the village and the Sembahe Baru village office. Based on the analysis of all sources of Informants collected in accordance with the needs of research, the role of the secretary of the village in the village head here helps researchers can conclude from the research that has been good enough role in helping chief Secretary Rural village in Sembahe Baru village.
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Livres sur le sujet "Chief Secretary's Office"

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Armstrong, Lindsay. THE BILLIONAIRE BOSS'S INNOCENT BRIDE : Hired : For The Boss' Pleasure. Toronto : Harlequin, 2009.

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United States. Congress. Senate. Committee on Finance. Nominations of Teresa M. Ressel and Robert S. Nichols : Hearing before the Committee on Finance, United States Senate, One Hundred Eighth Congress, first session, on the nominations of Teresa M. Ressel, to be Assistant Secretary for Management, Department of the Treasury, and Robert S. Nichols, to be Assistant Secretary for Public Affairs, Department of the Treasury, July 30, 2003. Washington : U.S. G.P.O., 2004.

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Parliament, Great Britain. The Government's expenditure plans 1997-98 to 1999-2000 : Departmental report by the Welsh Office and the Office of Her Majesty's Chief Inspector of Schools in Wales and by the Chief Secretary to the Treasury by Command of Her Majesty, March 1997. London : Stationery Office, 1997.

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United, States Congress Senate Committee on Commerce Science and Transportation. Nominations to the National Aeronautics and Space Administration, the Department of Transportation, and the Metropolitan Washington Airports Authority : Hearing before the Committee on Commerce, Science, and Transportation, United States Senate, One Hundred Eighth Congress, first session, September 17, 2003. Washington : U.S. Government Printing Office, 2014.

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Hearing to consider the nominations of Jonathan Steven Adelstein, Kevin W. Conconnon [i.e. Concannon], and Evan J. Segal to the U.S. Department of Agriculture : Hearing before the Committee on Agriculture, Nutrition, and Forestry, United States Senate, One Hundred Eleventh Congress, first session, July 7, 2009. Washington : U.S. G.P.O., 2010.

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Health in Scotland : Report by the Chief Medical Officer of the Scottish Home and Health Department to the Secretary of State for Scotland. Edinburgh : H.M.S.O., 1989.

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Clinical Resource and Audit Group. Health in Scotland : A report by the Chief Medical Officer of the Scottish Home and Health Department to the Secretary of State for Scotland. Edinburgh : HMSO, 1986.

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United States. Congress. Senate. Committee on Finance. Nominations of Dr. Tevi Troy, David H. McCormick, Peter B. McCarthy, Kerry N. Weems, and Charles E.F. Millard : Hearing before the Committee on Finance, United States Senate, One Hundred Tenth Congress, first session, on the nominations of Dr. Tevi Troy, to be Deputy Secretary of Health and Human Services ; Hon. David H. McCormick, to be Under Secretary for International Affairs, U.S. Department of the Treasury ; Peter B. McCarthy, to be Assistant Secretary for Management and Chief Financial Officer, U.S. Department of the Treasury ; Kerry N. Weems , to be Administrator, Centers for Medicare and Medicaid Services, and Charles E.F. Millard, to be director of the Pension Benefit Guaranty Corporation, July 25, 2007. Washington : U.S. G.P.O., 2007.

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Nominations of Dr. Tevi Troy, David H. McCormick, Peter B. McCarthy, Kerry N. Weems, and Charles E.F. Millard : Hearing before the Committee on Finance, United States Senate, One Hundred Tenth Congress, first session, on the nominations of Dr. Tevi Troy, to be Deputy Secretary of Health and Human Services ; Hon. David H. McCormick, to be Under Secretary for International Affairs, U.S. Department of the Treasury ; Peter B. McCarthy, to be Assistant Secretary for Management and Chief Financial Officer, U.S. Department of the Treasury ; Kerry N. Weems , to be Administrator, Centers for Medicare and Medicaid Services, and Charles E.F. Millard, to be director of the Pension Benefit Guaranty Corporation, July 25, 2007. Washington : U.S. G.P.O., 2007.

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United States. Congress. Senate. Committee on Finance. Nominations of Michael Punke, Islam Siddiqui, and Michael Mundaca : Hearing before the Committee on Finance, United States Senate, One Hundred Eleventh Congress, first session, on the nominations of Michael Punke, to be Deputy U.S. Trade Representative, with the rank of ambassador ; Islam Siddiqui, to be chief agricultural negotiator, Office of the U.S. Trade Representative with the rank of ambassador ; and Michael Mundaca, to be Assistant Secretary of the Treasury for Tax Policy, November 4, 2009. Washington : U.S. G.P.O., 2009.

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Chapitres de livres sur le sujet "Chief Secretary's Office"

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Dunn, Paul, James Kempton, Len Tyler, Chris Hanvey et Judith Ellis. « College Secretaries and Chief Executive Officers ». Dans From an Association to a Royal College, 179–87. Cham : Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-43582-4_23.

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Jones, Howard. « The Joint U.S. Military Advisory and Planning Group ». Dans “A New Kind of War ”, 107–22. Oxford University PressNew York, NY, 1997. http://dx.doi.org/10.1093/oso/9780195113853.003.0007.

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Abstract By early November the Truman administration was moving toward the establishment of an advisory and planning group in Greece. Following the President’s approval of the program, the National Security Council worked out the details. The group would be comprised of ninety officers and eighty enlisted men divided among the army, navy, and air force, and would be part of the military section of the aid mission but have direct communications with the Joint Chiefs of Staff. The head of USAGG as senior army officer would be director of planning and operations and responsible to the chief of the American mission. Final authority, however, would rest with the ambassador, who would approve decisions and continue to deal with the Athens government on high policy. Military matters relating to such policy would come to his attention by the director and through the mission chief’s office. Forrestal, now secretary of defense, directed the joint chiefs to select the men for the operational advisory task force.
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Sutton, Jeffrey S. « One Chief Executive or Many ? » Dans Who Decides ?, 147–82. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197582183.003.0006.

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This chapter compares the unitary executive at the federal level with the plural executive at the state level. The fifty state constitutions and the United States Constitution share a “surface similarity” in describing the authority of their chief executives: They both vest executive power in a governor or president. But in practice, there are many differences. At the national level, the US Constitution places all executive authority in one president who controls the executive-branch officers through the singular authority to choose all cabinet members. What’s called a unitary executive largely is one, given the president’s authority to hire and fire these executive branch officers. Contrast the state side. In response to the states’ colonial experiences with a monarch, many of the first state constitutions created weak executive branches. All but one of the original state constitutions also mandated that the governor work alongside an executive council. In many states, constitutional executive offices—secretary, treasurer, auditor—are often chosen by the legislature. The rise of the state attorneys general as a source of local and national power offers one illustration of the salience of the plural executive.
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Simon, Chesterman. « Part VII Structure and Operations, Ch.38 Executive Heads ». Dans The Oxford Handbook of International Organizations. Oxford University Press, 2016. http://dx.doi.org/10.1093/law/9780199672202.003.0038.

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The executive head of an international organization (e.g. president, secretary-general, managing director, or some other title) exists in a curious limbo. He or she is entrusted to lead an organization that may employ tens of thousands of people and administer a budget in the billions of dollars. At the same time, however, his or her ability to operate independently of member states may be severely constrained by the powers entrusted to the office or tight constraints over finances. This tension is evident in the United Nations (UN), where the Secretary-General heads the Secretariat and is nominal commander-in-chief of 100,000 peacekeepers but is formally appointed as the organization's ‘Chief Administrative Officer’. This chapter examines the appointment of executive heads and the formal functions ascribed to them. It then turns to the question of how the various officeholders have implemented those functions in practice, focusing on the ability to operate independently of member-state interests.
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Tickell, Crispin. « President of the European Commission ». Dans Roy Jenkins, 179–204. Oxford University PressOxford, 2004. http://dx.doi.org/10.1093/oso/9780199274871.003.0011.

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Abstract For Roy Jenkins his presidency of the European Commission from January 1977 to January 1981 was at once the culmination of his European career, the end of his ambition to be a Labour Prime Minister, the opportunity for a major international success, and a time of frustration and eventual disappointment. I was his Chef de Cabinet, or chief of staff, throughout. The role of the Cabinet in most European systems of administration is much more than that of any private office in Britain (as I found from previous experience as private secretary to three British ministers). In Brussels the Cabinet is the prime interface between politics and administration, and is accountable only to the President. It takes the broad view, gives advice on policy, writes many of its own briefs and speeches, often instructs the administration, works directly with the Cabinets
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Beggs, John, et Hugh Davies. « The Suspension and Removal of Chief Officers by Police Authorities and the Secretary of State ». Dans Police Misconduct, Complaints, and public Regulation, 37–47. Oxford University PressOxford, 2009. http://dx.doi.org/10.1093/oso/9780199546183.003.0002.

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Abstract The powers of removal and suspension reflected in this chapter relate to chief constables, deputy chief constables, and assistant chief constables of police areas listed in Sch 1 of the Police Act 1996, and the Commissioner, Deputy Commissioner, Assistant Commissioners, and Commanders of the Metropolitan Police Service (MPS).
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Davidson, Phillip B. « General Creighton W. Abrams : One of a Kind ». Dans Vietnam At War, 575–86. Oxford University PressNew York, NY, 1991. http://dx.doi.org/10.1093/oso/9780195067927.003.0020.

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Abstract Gen. Creighton W. Abrams died on 4 September 1974 while holding the office of chief of staff, United States Army, the first officer to die in that position. The mighty hastened to lay their laudatory wreaths around Abe’s bier. President Ford’s offering-a modest one-praised Abrams as a rare combination-a man of action who was also a firstclass administrator. Abrams’ successor, Gen. Fred C. Weyand, went further, describing Abrams as “ one of a kind,” and Secretary of Defense Schlesinger topped them all when he acclaimed Abrams as “an authentic national hero.” Now the cynic would say that such paeans are the usual building blocks of eulogies, but in Abe’s case the cynic would be wrong. I don’t know whether Abrams was “an authentic national hero,” because, as Abe used to say, the term evaporates when you look closely at it, but he was without doubt one of a kind.
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Foote, Lorien. « Felons And Outlaws ». Dans Rites of Retaliation, 17–48. University of North Carolina Press, 2021. http://dx.doi.org/10.5149/northcarolina/9781469665276.003.0002.

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After Maj. Gen. David Hunter recruited Black men from the Sea Islands to be Union soldiers and Maj. Gen. John Pope issued orders that targeted the morale and resources of the citizens of Virginia, Confederate President Jefferson Davis issued a retaliation proclamation declaring Union officers to be felons unworthy of treatment as prisoners of war. Robert Gould Shaw, an officer in Pope’s army, exemplified the belief that civilized warfare controlled and disciplined soldiers to minimize violence. When the Confederacy reserved Pope’s officers for hanging in Libby Prison, US general-in-chief Henry Wager Halleck adjusted US policy in Virginia. In the Department of the South, activist anti-slavery Federal commanders deployed the Black 1st South Carolina on raids to liberate slaves and destroy local resources. Susie King Taylor represented the connection between the regiment and the local Black community. Confederate Secretary of War James A. Seddon ordered the summary execution of Black men captured in Federal uniform.
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Spiers, Edward. « The Late Victorian Army 1868–1914 ». Dans The Oxford History Of The British Army, 187–210. Oxford University PressNew York, NY, 1992. http://dx.doi.org/10.1093/oso/9780192853332.003.0009.

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Abstract During the late Victorian and Edwardian years, the army had to meet steadily expanding commitments at home and in the defence of the Empire within the constraints of voluntary enlistment and tight budgetary limits. It had to adapt to the demands of small colonial warfare, the challenges of new weaponry, and the organizational requirements of dispatching expeditionary forces overseas at short notice. In garrisoning and expanding the Empire, and in ultimately preparing for service on the Continent, the army depended upon personal qualities of courage and resolution, a highly disciplined organization, and an innovative leadership, both military and civilian. During his period as Secretary of State for War (1868–74), Edward Cardwell undertook the comprehensive reform of the administration and organization of the late Victorian army. He established a statutory division of duties within the War Office, allocating military, supply, and financial matters to the Commander-in-Chief, the Surveyor-General of the Ordnance, and the Financial Secretary respectively. He also affirmed his authority over the Duke of Cambridge (Commander-in-Chief, 1856–95), by removing the latter from the Horse Guards to the War Office in Pall Mall. By these measures Cardwell largely consolidated and developed the departmental reconstruction begun by Sidney Herbert after the Crimean War. In seeking to make the army more economical and more efficient, he began by sustaining his predecessor’s policy of colonial withdrawal.
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Karlin, Mara. « Civilian Oversight inside the Pentagon ». Dans Reconsidering American Civil-Military Relations, 85–96. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780197535493.003.0005.

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The epicenter of steady civilian oversight of the military is inside the Pentagon, yet the literature on civil-military relations surprisingly gives it little attention. This chapter focuses on civilian oversight inside the halls of the Pentagon by examining the key role played by the secretary of defense—the day-to-day “overseer in chief”—and by extension, his or her staff: the Office of the Secretary of Defense, particularly the policy arm. The chapter argues that the most crucial issues demanding oversight are force management, force employment, and force development, not publicly prominent but regionally focused issues. This chapter outlines three key dynamics essential to effective civilian oversight: capable civilians, consistent dialogue, and an atmosphere of trust and transparency.
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Actes de conférences sur le sujet "Chief Secretary's Office"

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Ntozi, James, et George Kibirige. « Three decades of training government statistical staff in developing countries : the African experience ». Dans Proceedings of the First Scientific Meeting of the IASE. International Association for Statistical Education, 1993. http://dx.doi.org/10.52041/srap.93402.

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Almost all official statistical services in Africa were introduced during the colonial era with the setting up of statistical units in the colonies and territories whose functions were largely determined by the ruling colonial powers. In East Africa, the service was set up in 1926 as the Statistical Section of the East African Governors' Conference with a mandate of "collecting statistics gradually, on the same method, throughout the territories, and to tabulate and compare results so that true inferences can be drawn" (Singh, 1971). Nigeria's statistical office was established in 1947 wither personnel deployed from the Treasury, Customs and Office of the Chief Secretary.
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DANILOWSKA, Alina. « WOMEN PARTICIPATION IN LOCAL AUTHORITIES MANAGEMENT IN RURAL AREAS IN POLAND ». Dans RURAL DEVELOPMENT. Aleksandras Stulginskis University, 2018. http://dx.doi.org/10.15544/rd.2017.246.

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The aim of the paper is to evaluate the scope and determinants of women participation in basic local authorities in rural areas in Poland. In the paper the detailed analysis on the problem were carried out on 5% of women and 5% of men headed rural gminas. The analysis showed that the women participation in top positions in governing bodies of local communities in Poland is low. It indicates the existence of the severe problem with women promotion to the top positions in decision bodies in politics. The luck of differences in women role betwee rural and urban communities is a very interesting result. Gminas managed by women are rather smaller than gminas administered by men. In many gminas the position of women at the village level is higher than at gmina level. The findings suggest the connection between activity of women at village level and women position as mayor. Moreover, the investigation showed that in rural gminas women prevail in important back-office positions like main secretary of the gmina office and chief aaccountant. So, women are familiar with their gminas problems, are involved in management of them but they don’t apply for top positions. It seems that the concept of labyrinth can be applicable to the situation of women in decision making bodies in rural areas in Poland.
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Keane, Robert G., Howard Fireman et Daniel W. Billingsley. « Leading a Sea Change in Naval Ship Design : Toward Collaborative Product Development ». Dans SNAME Maritime Convention. SNAME, 2005. http://dx.doi.org/10.5957/smc-2005-p31.

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In October 1989, the Naval Sea Systems Command (NAVSEA) conducted the Ship Design for Producibility Workshop with broad participation from the Navy, Shipbuilders, Ship Design Agents and Academia. The Workshop was one of NAVSEA’s first Total Quality Leadership (TQL) initiatives and was subsequently expanded by NAVSEA’s Chief Engineer (CHENG) and the Deputy Assistant Secretary of the Navy (DASN) for Ships into the Ship Design, Acquisition, and Construction (DAC) Process Improvement Project. In addition, the National Shipbuilding Research Program (NSRP) initiated a number of thrusts in Concurrent Engineering and Increased Throughput. The authors describe one of these major process improvement initiatives, NAVSEA’s 3D “Product Model” Strategy to extend throughout the enterprise-wide process of warship development a primary focus on the bridge between ship design and shipbuilding. The Workshop and subsequent process improvement initiatives have had a profound impact on the Naval Ship Design Process. Yet, as reported to Congress in 2002 by the Secretary of the Navy, the unbudgeted cost growth and increased cycle times for Detail Design of new warships have “reached an untenable level”. This necessitated the October 2004 ASN (RDA) policy memorandum on Integrated Digital Data Environment (IDDE). To realize transformational innovations in our ship designs, as well as transformational innovations in the entire warship development process, the National Naval Responsibility in Naval Engineering (NNR-NE) was recently established by the Navy. To support NNR-NE the Office of Naval Research (ONR) and the Naval Sea Systems Command (NAVSEA) created the Center for Innovation in Ship Design (CISD). A summary of some recent CISD Innovation Cells and how CISD can contribute to breaking down the existing organizational cultures and institutionalizing a collaborative product development environment are also discussed. As we begin a new century, it is appropriate that our naval ship design and shipbuilding community review its progress, look at the cross-cut principles of leading change, determine what it takes to bring about dramatic cultural transformation, and discuss the critical need for Navy, Shipbuilder, Design Agent and Academia leadership to continue developing a new collaborative product development environment which fosters a sea change in the whole naval ship development process.
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Rapports d'organisations sur le sujet "Chief Secretary's Office"

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Government Savings Bank of New South Wales - Sydney (Head Office) - Secretary's Department - Head Office General Correspondence - Secretary's Department - Seals - Institution of Personal Seals - for Secretary, Assistant Secretary and Chief Clerk - 1917. Reserve Bank of Australia, septembre 2023. http://dx.doi.org/10.47688/rba_archives_2006/22368.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Secretary's Department - Head Office General Correspondence - Chief Inspector's Department - Inspection Reports - Chief Inspector's - 1910-1930. Reserve Bank of Australia, septembre 2023. http://dx.doi.org/10.47688/rba_archives_2006/22329.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Secretary's Department - Head Office General Correspondence - Chief Inspector's Department - Premises - Head Office - Costing - 1931. Reserve Bank of Australia, septembre 2023. http://dx.doi.org/10.47688/rba_archives_2006/22338.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Secretary's Department - Head Office General Correspondence - Chief Inspector's Department - Premises - Head Office - Costing - 1930. Reserve Bank of Australia, septembre 2023. http://dx.doi.org/10.47688/rba_archives_2006/22336.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Secretary's Department - Head Office General Correspondence - Chief Inspector's Department - Premises - Head Office - General - 1922-1932. Reserve Bank of Australia, septembre 2023. http://dx.doi.org/10.47688/rba_archives_2006/22339.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Secretary's Department - Head Office General Correspondence - Chief Accountants Department - Statistics - Average Transactions per Officer - 1929-1931. Reserve Bank of Australia, septembre 2023. http://dx.doi.org/10.47688/rba_archives_2006/22297.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Secretary's Department - Head Office General Correspondence - Chief Inspector's Department - Fraudulent Actions - 1930. Reserve Bank of Australia, septembre 2023. http://dx.doi.org/10.47688/rba_archives_2006/22320.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Secretary's Department - Head Office General Correspondence - Chief Accountants Department - Accounting Statistics - 1918-1932. Reserve Bank of Australia, septembre 2023. http://dx.doi.org/10.47688/rba_archives_2006/22278.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Secretary's Department - Head Office General Correspondence - Chief Accountants Department - Accounts - General - 1921-1932. Reserve Bank of Australia, septembre 2023. http://dx.doi.org/10.47688/rba_archives_2006/22279.

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Government Savings Bank of New South Wales - Sydney (Head Office) - Secretary's Department - Head Office General Correspondence - Chief Accountants Department - Branch Returns - Albury - 1930. Reserve Bank of Australia, septembre 2023. http://dx.doi.org/10.47688/rba_archives_2006/22287.

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