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Managerial Capacity (managerial + capacity)

Distribution by Scientific Domains

Humanities and Social Sciences	50%
Business, Economics, Finance and Accounting	50%

Selected Abstracts

Reinventing government through on-line citizen involvement in the developing world: a case study of taipei city mayor's e-mail box in Taiwan,

PUBLIC ADMINISTRATION & DEVELOPMENT, Issue 5 2006
Don-Yun Chen
Abstract Since the 1980s, a global administrative reform movement is reshaping the relationship between citizens and state. A major concern is how government can be more responsive to the governed through citizen participation. However, the more citizens participate, the more costly it is to govern. And the application of new information and communication technology (ICT) seems to be a cure for this limitation. In this research, authors take the Taipei City Mayor's e-mail-box (TCME) in Taiwan as a case to illustrate the complex relationships among citizen involvement, e-government and public management. After a series of empirical investigations, the authors show that although ICT can reduce the cost of citizen involvement in governing affairs, it cannot increase citizens' satisfaction with government activities without reforming the bureaucratic organisation, regulatory structure, and managerial capacities of the public sector. The results could be helpful to public managers in planning and evaluating online governmental services in the developing countries. Copyright © 2006 John Wiley & Sons, Ltd. [source]

Social health insurance in developing countries: A continuing challenge

INTERNATIONAL SOCIAL SECURITY REVIEW, Issue 2 2002
Guy Carrin
This paper addresses the issue of the feasibility of "social" health insurance (SHI) in developing countries. SHI aims at protecting all population groups against financial risks due to illness. There are substantial difficulties in implementation, however, due to lack of debate and consensus about the extent of financial solidarity, problems with health service delivery, and insufficient managerial capacity. The transition to universal coverage is likely to take many years, but it can be speeded up. Adopting a "family" approach to financial protection, sustained financial support from governments and donors, and deconcentrating the development of SHI may slash several years from the time needed to achieve full universal protection against healthcare costs. [source]

The role of digital networks in supply chain development

NEW TECHNOLOGY, WORK AND EMPLOYMENT, Issue 2 2000
Pooran Wynarczyk
This article examines the relationship between diffusion of digital networks and performance of specialised sub-contracting SME's. The results demonstrate that the impact of the adoption of digital networks on the performance of sub-contracting SME's is highly dependent on the managerial capacity of firms to utilise the benefit of new technologies. [source]

Devolution and outsourcing of municipal services in Kampala city, Uganda: an early assessment,

PUBLIC ADMINISTRATION & DEVELOPMENT, Issue 5 2003
Frederick Golooba-Mutebi
The late 1980s saw the beginning of wide-ranging economic and political reforms in Africa, prompted by both external and internal pressures. Demands for political reform pushed for democratisation, including decentralisation of power and resources to lower levels of government. Alongside pressures for democratisation were those for economic liberalisation, including the rolling back of the state characterised by, among other things, reducing its role in service provision. This article looks at aspects of political and economic liberalisation in Uganda, involving devolution and outsourcing of service provision in Kampala city. It focuses on the city's experience with devolution and outsourcing of solid waste management. It shows that, pockets of resistance notwithstanding, the reforms enjoyed widespread popularity and led to many positive changes. In addition, it shows that they begot problems and encountered others that rendered the process of change more problematic than its advocates had anticipated. Its major conclusion is that while devolution and outsourcing are useful tools for improving service delivery, they cannot ensure long-term success in the absence of financial, technical and managerial capacity on the part of contractors and contracting authorities. Copyright © 2003 John Wiley & Sons, Ltd. [source]

The Effect of Problem Severity, Managerial and Organizational Capacity, and Agency Structure on Intergovernmental Collaboration: Evidence from Local Emergency Management

PUBLIC ADMINISTRATION REVIEW, Issue 2 2010
Michael McGuire
Like most public managers nowadays, local emergency managers operate within complex, uncertain environments. Rapid changes in the scope and severity of the issues increase the extent of intergovernmental collaboration necessary to address such challenges. Using a large data set of county emergency management agency directors, variations in intergovernmental collaboration reflect influences from problem severity, managerial capacity, and structural factors. The results demonstrate that public managers who perceive problems as severe, possess specific managerial skills, lead high-capacity organizations, and operate in less complex agency structures collaborate more often and more effectively across governmental boundaries. [source]

Politics, leadership, and experience in designing Ontario's cabinet

CANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 2 2001
Ted Glenn
Traditional approaches to this question stress the importance of representational imperatives (i.e., region, language and gender), the need for managerial capacity and collegiality in complex organizations, or a particular government's fiscal or policy program. While these approaches have merit, they fail to pay sufficient attention to the fact that cabinet decision-making systems are in the first instance very intimate reflections and extensions of the political instincts, personal aptitudes, and governing experience of first ministers. The author sets out to understand recent reforms to Ontario cabinet decision-making in precisely this way - how did Premier Michael Harris' sense of his government's mandate, his personal approach to decision-making, and the practical lessons learned over the course of his government's first mandate influence the design of Ontario's cabinet decision-making system between 1995 and 1999? This article begins with a short history of Ontario's cabinet decision-making system, focusing on the period from 1968 to 1995. It then provides details of reforms introduced between 1995 and 1999 and concludes with some thoughts on how Premier Harris' political instincts, personal aptitudes, and governing experience influenced these reforms. Sommaire: Pourquoi les systèmes de prise de décisions du Cabinet sont-ils conçus comme ils le sont? Les réponses traditionnelles à cette question soulignent l'impor-tance des impératifs de représentation (c.-à-d. la région, la langue et le sexe), le besoin de compétence en matière de gestion et la collégialité dans les organismes complexes, ou bien un programme politique ou budgétaire particulier du gouvernement. Ces approches sont valables, mais elles ne tiennent pas suffisamment compte du fait que les systemes de prise de décisions du Cabinet sont, avant tout, le fruit de reflexions très approfondies et d'instincts politiques, d'aptitudes personnelles, et de l'expérience gouvernementale des premiers ministres. L'auteur de cet article essaie de comprendre, précisément dans ce sens, les récentes réformes en matière de prise de décisions au Cabinet de 1'Ontario: comment est-ce que l'idée qu'a Michael Harris du mandat de son gouvernement, son approche personnelle face à la prise de décisions, et les leçons pratiques tirées de son premier mandat (1995,1999) ont-elles influencé la conception du système de prise de décisions du Cabinet de l'Ontario? L'auteur commence par brosser un bref historique du système de prise de décisions du Cabinet de l'Ontario, en se penchant tout particulièrement sur la période allant de 1968 A 1995. Ensuite, il présente en détail les réformes introduites de 1995 à 1999 et conclut par quelques réflexions sur la manière dont les instincts politiques du Premier ministre Harris, ses aptitudes personnelles et son expérience du gouvernement ont influencé ces réformes. [source]