作者: 油氈 時(shí)間: 2025-3-21 22:11
Achieving Settlements between Ways of Organising,a is that every organisation encompasses a small number — indeed, no more than four — of organisational rationalities or preferred ways of organising. The second idea is that these four rationalities are in constant negotiation with each other in search of a settlement which will enable the organisa作者: confederacy 時(shí)間: 2025-3-22 04:23 作者: Console 時(shí)間: 2025-3-22 07:05 作者: 芳香一點(diǎn) 時(shí)間: 2025-3-22 09:32 作者: AWE 時(shí)間: 2025-3-22 13:47
Varieties of Networks and Policy Implementation,93). Even policies that at first seem to involve very few organisations — for example, creating a single body to close down a public authority (Dunsire, 1978) or regulating the prices of a monopoly utility (Bishop, Kay and Mayer, 1995) — require complicated manoeuvring between many campaign groups a作者: 煞費(fèi)苦心 時(shí)間: 2025-3-22 19:15 作者: 設(shè)想 時(shí)間: 2025-3-23 00:34 作者: BUDGE 時(shí)間: 2025-3-23 03:44
Epilogue: Settlements and Sense-Making,ganisations in order to make them comply with the instructions of ministers. Fundamentally, it demands a much richer understanding of organisational process than is implied in the notion of “delivery”. Indeed, such positive feedback of what we have called hierarchical approaches tends over the long 作者: 諄諄教誨 時(shí)間: 2025-3-23 08:00
http://image.papertrans.cn/b/image/185166.jpg作者: OGLE 時(shí)間: 2025-3-23 13:47
Book 2006Beyond Delivery sets out a critique of the mechanical ways in which some policy makers seek to exercise governance over the implementation of their policies. It offers a timely critique of the current British government‘s approach.作者: collateral 時(shí)間: 2025-3-23 14:18 作者: facilitate 時(shí)間: 2025-3-23 18:11 作者: Abnormal 時(shí)間: 2025-3-23 23:32
Overview: Beyond Delivery sets out a critique of the mechanical ways in which some policy makers seek to exercise governance over the implementation of their policies. It offers a timely critique of the current British government‘s approach.978-1-349-54507-0978-0-230-28711-2作者: ligature 時(shí)間: 2025-3-24 04:50
https://doi.org/10.1007/978-94-007-1350-5by the central civil service and by the public sector professionals to implement their policies. During the final years of the Clinton presidency in the United States, for example, then Vice-President Al Gore shifted between, on the one hand, proclaiming the achievements of his programme for “reinve作者: cipher 時(shí)間: 2025-3-24 07:32
Ulrich C. Reitzug,Deborah L. Westa is that every organisation encompasses a small number — indeed, no more than four — of organisational rationalities or preferred ways of organising. The second idea is that these four rationalities are in constant negotiation with each other in search of a settlement which will enable the organisa作者: 木質(zhì) 時(shí)間: 2025-3-24 13:25
Ulrich C. Reitzug,Deborah L. Westailable for use if they cannot be stored in a form which enables people to recognise their need of them and then achieve their retrieval. On the other hand, organisational change relies, at least in part, on forgetting; organisational memory has finite capacity. If everything is remembered with equa作者: 別名 時(shí)間: 2025-3-24 17:00
Judith D. Chapman,Sue McNamara,Yusef Waghidends on the extent to which they can achieve settlement, at least to some degree, between the preferred ways of organising: of their staff; their service users (and, in health and social care services, unpaid carers too); policy-makers; and their own management. As part of the process of exemplifyin作者: linguistics 時(shí)間: 2025-3-24 19:42
Judith D. Chapman,Sue McNamara,Yusef Waghidoney or money taken from existing programmes — is hardly news. It is common enough to find studies of failed implementation that report either insufficiency of resources or weaknesses in financial management as key contributory factors in explaining non-implementation. These tend to highlight three 作者: incarcerate 時(shí)間: 2025-3-25 01:20 作者: BOLT 時(shí)間: 2025-3-25 05:51 作者: Abominate 時(shí)間: 2025-3-25 11:21
David Atchoarena,Steven J. Hitethat they do and that they might play in the implementation of policy. The subject of this chapter — Organisational Development (OD) — has become one of . commonplaces of organisational life, at least in the public sector, since the late 1990s. For policy-makers, OD is increasingly being seen as a k作者: Intercept 時(shí)間: 2025-3-25 14:45 作者: modish 時(shí)間: 2025-3-25 17:28
,Beyond “Delivery”: Policy Implementation as Organisational Process,ies. The balance of powers between presidency and legislature and the autonomy of the states mean that the centre cannot command but must rather bargain at every level. Nonetheless, in one such unitary state, Britain — albeit where the authority of Westminster is now limited by the devolution of pow作者: 露天歷史劇 時(shí)間: 2025-3-25 20:44
Meetings as Rituals,ng represented by innovations in policy are played out in such meetings. It is important, therefore, to explore the roles of meetings as mechanisms through which the capacity and willingness of members of organisations — and, indeed, organisational partnerships — to implement policy intelligently, a作者: chastise 時(shí)間: 2025-3-26 02:25 作者: 卵石 時(shí)間: 2025-3-26 05:51
Epilogue: Settlements and Sense-Making,rveillance, punishment and rewards changed on an almost annual basis — sometimes incorporating major reconfigurations in relationships within and between agencies — makes it very difficult for organisations to support cohesive and coherent sense-making. The resultant culture of blame for failure ind作者: Lice692 時(shí)間: 2025-3-26 10:08 作者: convert 時(shí)間: 2025-3-26 13:10
Judith D. Chapman,Sue McNamara,Yusef Waghidng represented by innovations in policy are played out in such meetings. It is important, therefore, to explore the roles of meetings as mechanisms through which the capacity and willingness of members of organisations — and, indeed, organisational partnerships — to implement policy intelligently, a作者: AGOG 時(shí)間: 2025-3-26 20:49 作者: 矛盾 時(shí)間: 2025-3-26 20:57 作者: 花費(fèi) 時(shí)間: 2025-3-27 03:46 作者: Cabg318 時(shí)間: 2025-3-27 09:17 作者: 男生如果明白 時(shí)間: 2025-3-27 13:08 作者: Demulcent 時(shí)間: 2025-3-27 15:47 作者: 頑固 時(shí)間: 2025-3-27 18:05 作者: Flawless 時(shí)間: 2025-3-28 00:29 作者: 驚奇 時(shí)間: 2025-3-28 02:33 作者: 邊緣帶來(lái)墨水 時(shí)間: 2025-3-28 09:23
Implementation as Adoption of Innovation,ugh under this approach innovation not initiated at the centre is officially welcome — and many policy initiatives start life as innovations somewhere in local systems either in the UK or increasingly abroad — most innovation has to be sanctioned by ministers in case it represents unacceptable “variation”.作者: 鉤針織物 時(shí)間: 2025-3-28 11:34 作者: 人造 時(shí)間: 2025-3-28 17:45
Organisational Development in Organisational Settlement and Sense-making,ore, OD practitioners seek to intervene at the levels of structure (that is, the current organisational settlement, or, as we termed it earlier in this volume, the anvil) and agency (that is, sense-making, or the hammer). It is for this reason that we have chosen to make this topic the focus of our last substantive chapter.作者: MOAT 時(shí)間: 2025-3-28 20:09 作者: LIMIT 時(shí)間: 2025-3-29 00:01
Book 2022ng known pitfalls..Cutting-edge and comprehensive, .DNA-Encoded Chemical Libraries:Methods and Protocols. is a valuable resource for scientists interested in DEL technology for drug discovery, and will contribute to the continued advancement in this important field..作者: GEAR 時(shí)間: 2025-3-29 06:44 作者: 梯田 時(shí)間: 2025-3-29 08:10 作者: configuration 時(shí)間: 2025-3-29 11:56
