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Bureaucratic Structure (bureaucratic + structure)
Selected AbstractsThe Contemporary Presidency: The "Flying White House": A Travel Establishment within the Presidential BranchPRESIDENTIAL STUDIES QUARTERLY, Issue 2 2006MICHAEL JOHN BURTON A conglomeration of civilian, military, and security offices works in concert to support presidential travel. Although domestic and international excursions are critical to a chief executive's efforts to "go public," scholars have yet to investigate the bureaucratic structure that makes travel possible. This article traces the growth and formalization of a presidential "travel establishment," from Washington's day to the present. In so doing, it challenges legalistic definitions of the "presidential branch" which focus on the Executive Office of the President (EOP), recommending instead a functional definition that would embrace a wider range of presidential personnel. The article further suggests that scholars regard the travel establishment as a partner to the EOP,the two operations maintaining institutional separation even as they coordinate parallel missions. [source] The Purse Strings and the Policy Process: Bureaucratic Shaping of Industry Policy Capacity after 1945AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 1 2001Evan Jones Much literature in public administration debates the role of the public servant in the policy-making process. Some literature acknowledges an integral role of the public servant in the process. However, this role often remains obscure, due to being couched in abstract terms. The hierarchical structuring of responsibilities and power within bureaucracies imparts the capacity for differential influence. This paper provides a case study of the role of the Public Service Board (power over staffing) and the Australian federal Treasury (power over the purse) in the shaping of the bureaucratic structure. The case study centres on the industry policy bureaucracy in the volatile decade after World War II. In shaping the bureaucratic capacity, the Board and the Treasury exerted a discretionary influence on the policy process itself. [source] TEACHER AS PROPHETIC TRICKSTEREDUCATIONAL THEORY, Issue 1 2009Jim Garrison These include nurturing caregiver, guardian of morality, champion of the global economy, self-sacrificing do-gooder, cultural worker, intellectual, tyrant, and many more metaphors. Jim Garrison's essay introduces another figure, a mythological persona, to the pantheon of images depicting the school teacher , the Trickster. Tricksters are masters of multiple interpretation that cross, bend, break, and redefine borders. Garrison concentrates on prophetic tricksters that create openings in closed structures to reveal hidden possibilities. In practice, many teachers are tricksters. They know how to maneuver in, around, and through rigid bureaucratic structures and standards to connect with their students and make a difference while exercising creative autonomy in the classroom. Garrison's essay provides examples of trickster teachers drawn from literature depicting classroom practice. [source] Partnering for e-government: Challenges for public administratorsCANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 4 2001John Langford Public-private partnerships with information and communication technology firms have emerged as the vehicle of choice for implementing e-government strategies. Concerns are raised about the capacity of governments to manage these complex, multi-year, often multi-partner relationships that involve considerable sharing of authority, responsibility, financial resources, information and risks. The management challenges manifest themselves in the core partnering tasks: establishing a management framework for partnering; finding the right partners and making the right partnering arrangement; the management of relationships with partners in a network setting; and the measurement of the performance of e-government partnerships. The article reviews progress being made by governments in building capacity to deal with these core partnering tasks. It concludes that many new initiatives at the central agency and departmental/ministry level seem designed to centralize control of e-government projects and wrap them in a complex web of bureaucratic structures and processes that are, for the most part, antithetical or, at best, indifferent to the creation of strong partnerships and the business valuethat e-government public-private partnerships promise. [source] |