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Red Tape (red + tape)
Selected AbstractsRules, Red Tape, and Paperwork: The Archeology of State Control over MigrantsJOURNAL OF HISTORICAL SOCIOLOGY, Issue 1 2008DAVID COOK MARTÍN How and with what consequences did state control over migration become acceptable and possible after the Great War? Existing studies have centered on core countries of immigration and thus underestimate the degree to which legitimate state capacities have developed in a political field spanning sending and receiving countries with similar designs on the same international migrants. Relying on archival research, and an examination of the migratory field constituted by two quintessential emigration countries (Italy and Spain), and a traditional immigration country (Argentina) since the mid-nineteenth century, this article argues that widespread acceptance of migration control as an administrative domain rightfully under states' purview, and the development of attendant capacities have derived from legal, organizational, and administrative mechanisms crafted by state actors in response to the challenges posed by mass migration. Concretely, these countries codified migration and nationality laws, built, took over, and revamped migration-related organizations, and administratively encaged mobile people through official paperwork. The nature of efforts to evade official checks on mobility implicitly signaled the acceptance of migration control as a bona fide administrative domain. In more routine migration management, states legitimate capacity has had unforeseen intermediate- and long-term consequences such as the subjection of migrants (and, because of ius sanguinis nationality laws, sometimes their descendants) to other states' administrative influence and the generation of conditions for dual citizenship. Study findings challenge scholarship that implicitly views states as constant factors conditioning migration flows, rather than as developing institutions with historically variable regulatory abilities and legitimacy. It extends current work by specifying mechanism used by state actors to establish migration as an accepted administrative domain. [source] The Impact of Time on Parent Perspectives on the Barriers to Services and the Service Needs of Youths in the Juvenile Justice SystemJUVENILE AND FAMILY COURT JOURNAL, Issue 2 2003GREGORY J. BENNER PH.D. ABSTRACT The purposes of this study were: 1) to assess the overall perspectives of parents (N=115) of youths in the juvenile justice system on the barriers to and services needs of youths in the juvenile justice system; and 2) to assess the strength of the relationship between duration of time the youth has been involved in the juvenile justice system and parent perceptions of barriers and service needs. The top service need was case management. Statistically significant moderate negative correlations were found between duration of time in the juvenile justice system and Total Barrier score, and all composite barrier scores (i.e., Mismatch, Red Tape, and Inaccessibility). Statistically significant small negative correlations were found between duration of time in the juvenile justice system and the Total Service Needs score and two composite scores: Substance Abuse Services and Out-of-Home Services. [source] An Organizational Echelon Analysis of the Determinants of Red Tape in Public OrganizationsPUBLIC ADMINISTRATION REVIEW, Issue 6 2008Richard M. Walker This article adopts an organizational echelon approach to the study of red tape in public organizations and argues that the nature and extent of red tape will vary at different levels of the organizational hierarchy. These propositions are tested with a multiple-informant survey using a lagged model. The empirical results across the three organizational echelons sampled indicate modest variations in the levels of perceived red tape and major variations in its determinants. Results from the more senior managers uphold prior research findings and hypotheses on the determinants of red tape. This is not surprising because earlier studies typically sampled senior executives. Yet the lower down the organizational hierarchy one travels, the more red tape officials perceive and the more multifaceted the findings on determinants become. The authors conclude that prior empirical work is likely to have underestimated the extent of red tape in public organizations, and oversimplified its determinants. The implications for theory and practice are discussed. [source] Reducing the Compliance Burden of Non-profit Organisations: Cutting Red TapeAUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 1 2009Myles McGregor-Lowndes Australian governments now rely on the non-profit sector to provide essential services. Yet, anecdotally, the compliance burden imposed by governments consumes scarce service delivery resources. This study quantifies the cost of government generated paperwork for Queensland non-profit organisations. Fourteen non-profits kept logs to record government paperwork over 12 months. The non-profits also provided their experiences of government paperwork and in particular grant submission and reporting processes. The study finds that government grant paperwork forms the bulk of a non-profits total paperwork burden with grant submissions being the most costly to complete. Costs are clearly regressive with small non-profits bearing a significantly higher burden. Governments need to lead the way and empower the non-profit sector by reducing this administrative burden and releasing the funds for direct service provision. [source] An Organizational Echelon Analysis of the Determinants of Red Tape in Public OrganizationsPUBLIC ADMINISTRATION REVIEW, Issue 6 2008Richard M. Walker This article adopts an organizational echelon approach to the study of red tape in public organizations and argues that the nature and extent of red tape will vary at different levels of the organizational hierarchy. These propositions are tested with a multiple-informant survey using a lagged model. The empirical results across the three organizational echelons sampled indicate modest variations in the levels of perceived red tape and major variations in its determinants. Results from the more senior managers uphold prior research findings and hypotheses on the determinants of red tape. This is not surprising because earlier studies typically sampled senior executives. Yet the lower down the organizational hierarchy one travels, the more red tape officials perceive and the more multifaceted the findings on determinants become. The authors conclude that prior empirical work is likely to have underestimated the extent of red tape in public organizations, and oversimplified its determinants. The implications for theory and practice are discussed. [source] | ||||||||||