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The coordination of public sector organizations[electronic resource] :shifting patterns of public management /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	351
書名/作者:	The coordination of public sector organizations : shifting patterns of public management // Geert Bouckaert, B. Guy Peters and Koen Verhoest.
作者:	Bouckaert, Geert.
其他作者:	Peters, B. Guy.
出版者:	Basingstoke [England] ; : Palgrave Macmillan,, 2010.
面頁冊數:	xiii, 326 p. : : ill.
標題:	Government business enterprises - Case studies.
ISBN:	9780230275256
ISBN:	0230275257
書目註:	Includes bibliographical references and index.
內容註:	PART I: CONCEPTS, THEORIES AND METHODOLOGY -- The Main Argument: Specialization without Coordination is Centrifugal -- Coordination: What is it and Why Should we have it? -- Resources, Mechanisms and Instruments for Coordination -- How to Map Coordination: Issues of Methodology --PART II: SPECIALIZATION AND COORDINATION IN SEVEN COUNTRIES (1980-2005) -- Coordination in New Zealand -- Coordination in the United Kingdom -- Coordination in Sweden -- Coordination in The Netherlands -- Coordination in France -- Coordination in Belgium -- Coordination in the United States -- PART III: CROSS-COUNTRY COMPARISON -- Specialization and Coordination in Seven Countries: Findings and Discussion -- Appendix A. Comparative tables.
摘要、提要註:	The last two decades of the twentieth century were dominated by a shift towards increased autonomy for public sector organisations such as agencies. This solved problems but also created new ones as coordination from the centre was lacking. There was even a sense of loss of control. As a consequence, many countries have developed a range of reaction patterns to the centrifugal behaviour of these autonomous units. The Coordination of Public Sector Organizations discusses the trajectories and mechanisms of central government fragmentation and coordination, in the period 1980-2005. Seven countries are looked at: New Zealand, the UK, Sweden, the Netherlands, Belgium, France, and the USA. These mechanisms for coordination are clustered into three types, based on markets, networks, and hierarchies. The book shows a range of patterns over 25 years, with agencification and other forms of organisational proliferation leading to more coordination through markets and networks, and ultimately to coordination through renewed hierarchy-type mechanisms.
電子資源:	access to fulltext (Palgrave)

The coordination of public sector organizations[electronic resource] :shifting patterns of public management /
Bouckaert, Geert.

The coordination of public sector organizationsshifting patterns of public management /[electronic resource] :Geert Bouckaert, B. Guy Peters and Koen Verhoest. - Basingstoke [England] ;Palgrave Macmillan,2010. - xiii, 326 p. :ill. - Public sector organizations.

Includes bibliographical references and index.

PART I: CONCEPTS, THEORIES AND METHODOLOGY -- The Main Argument: Specialization without Coordination is Centrifugal -- Coordination: What is it and Why Should we have it? -- Resources, Mechanisms and Instruments for Coordination -- How to Map Coordination: Issues of Methodology --PART II: SPECIALIZATION AND COORDINATION IN SEVEN COUNTRIES (1980-2005) -- Coordination in New Zealand -- Coordination in the United Kingdom -- Coordination in Sweden -- Coordination in The Netherlands -- Coordination in France -- Coordination in Belgium -- Coordination in the United States -- PART III: CROSS-COUNTRY COMPARISON -- Specialization and Coordination in Seven Countries: Findings and Discussion -- Appendix A. Comparative tables.

The last two decades of the twentieth century were dominated by a shift towards increased autonomy for public sector organisations such as agencies. This solved problems but also created new ones as coordination from the centre was lacking. There was even a sense of loss of control. As a consequence, many countries have developed a range of reaction patterns to the centrifugal behaviour of these autonomous units. The Coordination of Public Sector Organizations discusses the trajectories and mechanisms of central government fragmentation and coordination, in the period 1980-2005. Seven countries are looked at: New Zealand, the UK, Sweden, the Netherlands, Belgium, France, and the USA. These mechanisms for coordination are clustered into three types, based on markets, networks, and hierarchies. The book shows a range of patterns over 25 years, with agencification and other forms of organisational proliferation leading to more coordination through markets and networks, and ultimately to coordination through renewed hierarchy-type mechanisms.

Electronic reproduction.
Basingstoke, England :
Palgrave Macmillan,
2010.

Mode of access:World Wide Web.

ISBN: 9780230275256Subjects--Topical Terms:

375217
Government business enterprises
--Case studies.Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: HD3850 / .B69 2010

Dewey Class. No.: 351

The coordination of public sector organizations[electronic resource] :shifting patterns of public management /
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245 1 4 $a The coordination of public sector organizations $h [electronic resource] : $b shifting patterns of public management / $c Geert Bouckaert, B. Guy Peters and Koen Verhoest.
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505 0 $a PART I: CONCEPTS, THEORIES AND METHODOLOGY -- The Main Argument: Specialization without Coordination is Centrifugal -- Coordination: What is it and Why Should we have it? -- Resources, Mechanisms and Instruments for Coordination -- How to Map Coordination: Issues of Methodology --PART II: SPECIALIZATION AND COORDINATION IN SEVEN COUNTRIES (1980-2005) -- Coordination in New Zealand -- Coordination in the United Kingdom -- Coordination in Sweden -- Coordination in The Netherlands -- Coordination in France -- Coordination in Belgium -- Coordination in the United States -- PART III: CROSS-COUNTRY COMPARISON -- Specialization and Coordination in Seven Countries: Findings and Discussion -- Appendix A. Comparative tables.
520 $a The last two decades of the twentieth century were dominated by a shift towards increased autonomy for public sector organisations such as agencies. This solved problems but also created new ones as coordination from the centre was lacking. There was even a sense of loss of control. As a consequence, many countries have developed a range of reaction patterns to the centrifugal behaviour of these autonomous units. The Coordination of Public Sector Organizations discusses the trajectories and mechanisms of central government fragmentation and coordination, in the period 1980-2005. Seven countries are looked at: New Zealand, the UK, Sweden, the Netherlands, Belgium, France, and the USA. These mechanisms for coordination are clustered into three types, based on markets, networks, and hierarchies. The book shows a range of patterns over 25 years, with agencification and other forms of organisational proliferation leading to more coordination through markets and networks, and ultimately to coordination through renewed hierarchy-type mechanisms.
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