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Prescriptive perspectivesIdeal-typi
Prescriptive perspectives
Ideal-typically, the fitting of the label of a certain mode of governance implies that the forms taken by the dimensions of the policy setting, the institutional setting and the micro-setting show congruence. Since the structural dimensions of the three kinds of setting for the distinct modes of governance were indicated (see Table 8.5), we were able to discuss in the previous section the considerations for advice about the appropriate mode of governance that might be given by civil servants at a ministry. We can now go further and give attention to the modes of action corre- sponding to other positions and loci in the analytical framework of governance we presented above. In particular, what must be the conse- quences for the managing of implementation? As we argued, managing implementation takes place in three different loci in political-societal relations. There it takes the form of, respectively, managing policy processes, managing inter-organizational relations and managing exter- nal and internal contacts.9 What do the prescriptive perspectives that in an ideal-typical and heuristic way can be related to the three modes of governance, look like?
For the governance-by-authority mode, the congruent action perspec- tive is the enforcement perspective on managing implementation. Within this perspective management via inputs is central. Managing policy
processes implies the assignment of an explicit responsibility to fulfil such a task when and where the specific policy is applied. At the same time this requires adequate attention, in the formulation of policy and in decision making on laws and policy programmes, to the clear assignment of responsibilities. For the management of inter-organizational relations, clarity about tasks and spheres of competence is essential. On the street level, managing external and internal contacts or interaction means taking care of standard operating procedures and ensuring compliance to them, demonstrating leadership, enhancing motivation and internalization, and providing training on the job.
The perspective on managing implementation congruent with gover- nance by transaction can be called the performance perspective. Here management on outputs takes place. In the managing of policy processes creating ‘interfaces’ is important. On the directive level –
‘prior ’ to the operational level of action – appropriate policy frame- works need to be provided. Enhancing contract compliance is a key activity in the daily process of managing inter-organizational relations. On the street level, managing interaction is all about enhancing and maintaining a service orientation. Compliance with output targets is important.
For governance via persuasion the compatible perspective is the co- production perspective on managing implementation. The focus is managing outcomes as shared results (Whitaker, 1980; Parks et al., 1981). Managing of policy processes here means leaving discretion to other actors and inviting them to participate. For the managing of inter-organizational relations this implies, for instance, realizing ‘implementation partner- ships’ (Hupe, 1993a). Micro-management involves enhancing profession- alization and institutionalizing client participation. Peer assessment is important, as well as establishing complaint procedures. Externally the realization of a co-ordinated supply of local public services is relevant. Internally, organizing ‘account management’ (‘one-stop shops’) contributes to effective functioning.
Coherent implementation demands appropriate vertical connections. In the ideal-typical congruence of governance by authority with an enforcement perspective on implementation there is a vertical chain-like link between the micro-setting, the institutional setting and the policy set- ting, particularly the ambition/competence assessment expressed there on the directive level. In the alternative ideal-typical situation of gover- nance by transaction, connected with a performance perspective on implementation, the couplings (contracts) are looser, though still vertical. As opposed to the chain metaphor it is appropriate to speak of a vertical rope. With the loose couplings and a more co-ordinated character of the relationships among actors, in the case of governance by persuasion with a co-production perspective on implementation, the metaphor (if any) of a woven thread may be used.
Ideal-typically, the fitting of the label of a certain mode of governance implies that the forms taken by the dimensions of the policy setting, the institutional setting and the micro-setting show congruence. Since the structural dimensions of the three kinds of setting for the distinct modes of governance were indicated (see Table 8.5), we were able to discuss in the previous section the considerations for advice about the appropriate mode of governance that might be given by civil servants at a ministry. We can now go further and give attention to the modes of action corre- sponding to other positions and loci in the analytical framework of governance we presented above. In particular, what must be the conse- quences for the managing of implementation? As we argued, managing implementation takes place in three different loci in political-societal relations. There it takes the form of, respectively, managing policy processes, managing inter-organizational relations and managing exter- nal and internal contacts.9 What do the prescriptive perspectives that in an ideal-typical and heuristic way can be related to the three modes of governance, look like?
For the governance-by-authority mode, the congruent action perspec- tive is the enforcement perspective on managing implementation. Within this perspective management via inputs is central. Managing policy
processes implies the assignment of an explicit responsibility to fulfil such a task when and where the specific policy is applied. At the same time this requires adequate attention, in the formulation of policy and in decision making on laws and policy programmes, to the clear assignment of responsibilities. For the management of inter-organizational relations, clarity about tasks and spheres of competence is essential. On the street level, managing external and internal contacts or interaction means taking care of standard operating procedures and ensuring compliance to them, demonstrating leadership, enhancing motivation and internalization, and providing training on the job.
The perspective on managing implementation congruent with gover- nance by transaction can be called the performance perspective. Here management on outputs takes place. In the managing of policy processes creating ‘interfaces’ is important. On the directive level –
‘prior ’ to the operational level of action – appropriate policy frame- works need to be provided. Enhancing contract compliance is a key activity in the daily process of managing inter-organizational relations. On the street level, managing interaction is all about enhancing and maintaining a service orientation. Compliance with output targets is important.
For governance via persuasion the compatible perspective is the co- production perspective on managing implementation. The focus is managing outcomes as shared results (Whitaker, 1980; Parks et al., 1981). Managing of policy processes here means leaving discretion to other actors and inviting them to participate. For the managing of inter-organizational relations this implies, for instance, realizing ‘implementation partner- ships’ (Hupe, 1993a). Micro-management involves enhancing profession- alization and institutionalizing client participation. Peer assessment is important, as well as establishing complaint procedures. Externally the realization of a co-ordinated supply of local public services is relevant. Internally, organizing ‘account management’ (‘one-stop shops’) contributes to effective functioning.
Coherent implementation demands appropriate vertical connections. In the ideal-typical congruence of governance by authority with an enforcement perspective on implementation there is a vertical chain-like link between the micro-setting, the institutional setting and the policy set- ting, particularly the ambition/competence assessment expressed there on the directive level. In the alternative ideal-typical situation of gover- nance by transaction, connected with a performance perspective on implementation, the couplings (contracts) are looser, though still vertical. As opposed to the chain metaphor it is appropriate to speak of a vertical rope. With the loose couplings and a more co-ordinated character of the relationships among actors, in the case of governance by persuasion with a co-production perspective on implementation, the metaphor (if any) of a woven thread may be used.
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Quy tắc quan điểmLý tưởng-thường, phù hợp của nhãn của một chế độ nhất định của quản trị ngụ ý rằng các hình thức thực hiện bởi kích thước của các thiết lập chính sách, các thiết lập thể chế và hiển thị các thiết lập micro congruence. Kể từ khi kích thước cấu trúc của ba loại thiết lập cho chế độ khác biệt của quản trị được chỉ định (xem bảng 8.5), chúng tôi đã có thể để thảo luận trong phần trước những cân nhắc để được tư vấn về chế độ thích hợp của quản trị có thể được cung cấp bởi nhân viên dân sự tại một bộ. Chúng tôi bây giờ có thể đi xa hơn và cung cấp cho sự chú ý đến các chế độ của hành động corre-sponding với các vị trí và loci trong khuôn khổ phân tích quản trị chúng tôi trình bày ở trên. Đặc biệt, những gì phải là conse quences để quản lý quá trình thực hiện? Như chúng tôi lập luận, quản lý thực hiện diễn ra trong ba loci khác nhau trong quan hệ chính trị xã hội. Có nó có dạng của, tương ứng, quản lý chính sách quy trình, quản lý quan hệ liên ngành tổ chức và quản lý các exter-nal và nội bộ contacts.9 gì các quan điểm quy tắc mà một cách điển hình lý tưởng và heuristic có thể được liên quan đến ba chế độ quản trị, trông giống như?Đối với chế độ quản trị bởi thẩm quyền, perspec đồng dư hành động-hoạt động cùng là quan thực thi pháp luật quản lý thực hiện. Trong quan điểm này quản lý thông qua đầu vào là trung tâm. Quản lý chính sách quy trình ngụ ý sự phân công của một trách nhiệm rõ ràng để thực hiện nhiệm vụ như vậy khi nào và nơi mà chính sách cụ thể được áp dụng. Cùng một lúc, điều này đòi hỏi đầy đủ quan tâm, trong việc xây dựng chính sách và ra quyết định về luật và chính sách chương trình, đến sự phân công rõ ràng của trách nhiệm. Cho việc quản lý các mối quan hệ liên ngành tổ chức, rõ ràng về nhiệm vụ và lĩnh vực của thẩm quyền là điều cần thiết. Ở cấp độ đường phố, quản lý các số liên lạc bên ngoài và nội bộ hoặc phương tiện tương tác chăm sóc tiêu chuẩn điều hành thủ tục đảm bảo tuân thủ với họ, chứng minh lãnh đạo, nâng cao động lực và internalization và cung cấp đào tạo về công việc.Quan điểm quản lý đồng dư với gover-nance thực hiện bởi giao dịch có thể được gọi là quan điểm hiệu suất. Ở đây, quản lý về kết quả đầu ra diễn ra. Trong việc quản lý chính sách quy trình tạo ra 'giao diện' là quan trọng. Ở cấp độ chỉ thị-mức độ hoạt động của hành động-khung chính sách thích hợp, công trình ' trước khi' cần phải được cung cấp. Tăng cường sự tuân thủ hợp đồng là một hoạt động quan trọng trong quá trình hàng ngày của quản lý quan hệ liên ngành tổ chức. Ở cấp độ đường phố, quản lý tương tác là tất cả về tăng cường và duy trì một định hướng dịch vụ. Phù hợp với mục tiêu đầu ra là quan trọng.Cho quản trị thông qua thuyết phục quan điểm tương thích là quan điểm sản xuất co quản lý thực hiện. Trọng tâm quản lý kết quả như là kết quả được chia sẻ (Whitaker, 1980; Công viên et al., 1981). Quản lý của chính sách quy trình dưới đây có nghĩa là để lại ý kiến để diễn viên khác và mời họ tham gia. Đối với các quản lý quan hệ liên ngành tổ chức này ngụ ý, ví dụ, thực hiện 'thực hiện đối tác-tàu' (Hupe, 1993a). Micro-quản lý liên quan đến việc nâng cao nghề nghiệp-alization và thể chế khách hàng tham gia. Đánh giá ngang nhau là thủ tục khiếu nại quan trọng, cũng như dựng. Bên ngoài thực hiện một nguồn cung cấp hợp đồng dịch vụ công cộng địa phương có liên quan. Bên trong, tổ chức các 'quản lý tài khoản' ('mua sắm một cửa') góp phần vào hiệu quả hoạt động.Mạch lạc thực hiện yêu cầu kết nối thích hợp theo chiều dọc. Trong congruence điển hình lý tưởng của các quản trị bởi các cơ quan với một quan điểm thực thi pháp luật về thực hiện có là một liên kết chuỗi giống như đứng giữa vi thiết lập, các thiết lập tổ chức và chính sách thiết lập-ting, đặc biệt là việc đánh giá tham vọng/năng lực thể hiện có trên mức chỉ thị. Trong tình huống điển hình lý tưởng thay thế của gover-nance bởi giao dịch, kết nối với một quan điểm hiệu suất trên thực hiện, bộ nối ống (hợp đồng) lỏng hơn, mặc dù vẫn còn đứng. Như trái ngược với những ẩn dụ chuỗi đó là thích hợp để nói chuyện của một sợi dây thừng theo chiều dọc. Với khớp nối lỏng lẻo và một nhân vật hơn hợp đồng của các mối quan hệ giữa các diễn viên, trong trường hợp của các quản trị của thuyết phục với một cái nhìn đồng sản xuất về việc thực hiện, ẩn dụ (nếu có) của một sợi dệt có thể được sử dụng.
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Prescriptive perspectives
Ideal-typically, the fitting of the label of a certain mode of governance implies that the forms taken by the dimensions of the policy setting, the institutional setting and the micro-setting show congruence. Since the structural dimensions of the three kinds of setting for the distinct modes of governance were indicated (see Table 8.5), we were able to discuss in the previous section the considerations for advice about the appropriate mode of governance that might be given by civil servants at a ministry. We can now go further and give attention to the modes of action corre- sponding to other positions and loci in the analytical framework of governance we presented above. In particular, what must be the conse- quences for the managing of implementation? As we argued, managing implementation takes place in three different loci in political-societal relations. There it takes the form of, respectively, managing policy processes, managing inter-organizational relations and managing exter- nal and internal contacts.9 What do the prescriptive perspectives that in an ideal-typical and heuristic way can be related to the three modes of governance, look like?
For the governance-by-authority mode, the congruent action perspec- tive is the enforcement perspective on managing implementation. Within this perspective management via inputs is central. Managing policy
processes implies the assignment of an explicit responsibility to fulfil such a task when and where the specific policy is applied. At the same time this requires adequate attention, in the formulation of policy and in decision making on laws and policy programmes, to the clear assignment of responsibilities. For the management of inter-organizational relations, clarity about tasks and spheres of competence is essential. On the street level, managing external and internal contacts or interaction means taking care of standard operating procedures and ensuring compliance to them, demonstrating leadership, enhancing motivation and internalization, and providing training on the job.
The perspective on managing implementation congruent with gover- nance by transaction can be called the performance perspective. Here management on outputs takes place. In the managing of policy processes creating ‘interfaces’ is important. On the directive level –
‘prior ’ to the operational level of action – appropriate policy frame- works need to be provided. Enhancing contract compliance is a key activity in the daily process of managing inter-organizational relations. On the street level, managing interaction is all about enhancing and maintaining a service orientation. Compliance with output targets is important.
For governance via persuasion the compatible perspective is the co- production perspective on managing implementation. The focus is managing outcomes as shared results (Whitaker, 1980; Parks et al., 1981). Managing of policy processes here means leaving discretion to other actors and inviting them to participate. For the managing of inter-organizational relations this implies, for instance, realizing ‘implementation partner- ships’ (Hupe, 1993a). Micro-management involves enhancing profession- alization and institutionalizing client participation. Peer assessment is important, as well as establishing complaint procedures. Externally the realization of a co-ordinated supply of local public services is relevant. Internally, organizing ‘account management’ (‘one-stop shops’) contributes to effective functioning.
Coherent implementation demands appropriate vertical connections. In the ideal-typical congruence of governance by authority with an enforcement perspective on implementation there is a vertical chain-like link between the micro-setting, the institutional setting and the policy set- ting, particularly the ambition/competence assessment expressed there on the directive level. In the alternative ideal-typical situation of gover- nance by transaction, connected with a performance perspective on implementation, the couplings (contracts) are looser, though still vertical. As opposed to the chain metaphor it is appropriate to speak of a vertical rope. With the loose couplings and a more co-ordinated character of the relationships among actors, in the case of governance by persuasion with a co-production perspective on implementation, the metaphor (if any) of a woven thread may be used.
Ideal-typically, the fitting of the label of a certain mode of governance implies that the forms taken by the dimensions of the policy setting, the institutional setting and the micro-setting show congruence. Since the structural dimensions of the three kinds of setting for the distinct modes of governance were indicated (see Table 8.5), we were able to discuss in the previous section the considerations for advice about the appropriate mode of governance that might be given by civil servants at a ministry. We can now go further and give attention to the modes of action corre- sponding to other positions and loci in the analytical framework of governance we presented above. In particular, what must be the conse- quences for the managing of implementation? As we argued, managing implementation takes place in three different loci in political-societal relations. There it takes the form of, respectively, managing policy processes, managing inter-organizational relations and managing exter- nal and internal contacts.9 What do the prescriptive perspectives that in an ideal-typical and heuristic way can be related to the three modes of governance, look like?
For the governance-by-authority mode, the congruent action perspec- tive is the enforcement perspective on managing implementation. Within this perspective management via inputs is central. Managing policy
processes implies the assignment of an explicit responsibility to fulfil such a task when and where the specific policy is applied. At the same time this requires adequate attention, in the formulation of policy and in decision making on laws and policy programmes, to the clear assignment of responsibilities. For the management of inter-organizational relations, clarity about tasks and spheres of competence is essential. On the street level, managing external and internal contacts or interaction means taking care of standard operating procedures and ensuring compliance to them, demonstrating leadership, enhancing motivation and internalization, and providing training on the job.
The perspective on managing implementation congruent with gover- nance by transaction can be called the performance perspective. Here management on outputs takes place. In the managing of policy processes creating ‘interfaces’ is important. On the directive level –
‘prior ’ to the operational level of action – appropriate policy frame- works need to be provided. Enhancing contract compliance is a key activity in the daily process of managing inter-organizational relations. On the street level, managing interaction is all about enhancing and maintaining a service orientation. Compliance with output targets is important.
For governance via persuasion the compatible perspective is the co- production perspective on managing implementation. The focus is managing outcomes as shared results (Whitaker, 1980; Parks et al., 1981). Managing of policy processes here means leaving discretion to other actors and inviting them to participate. For the managing of inter-organizational relations this implies, for instance, realizing ‘implementation partner- ships’ (Hupe, 1993a). Micro-management involves enhancing profession- alization and institutionalizing client participation. Peer assessment is important, as well as establishing complaint procedures. Externally the realization of a co-ordinated supply of local public services is relevant. Internally, organizing ‘account management’ (‘one-stop shops’) contributes to effective functioning.
Coherent implementation demands appropriate vertical connections. In the ideal-typical congruence of governance by authority with an enforcement perspective on implementation there is a vertical chain-like link between the micro-setting, the institutional setting and the policy set- ting, particularly the ambition/competence assessment expressed there on the directive level. In the alternative ideal-typical situation of gover- nance by transaction, connected with a performance perspective on implementation, the couplings (contracts) are looser, though still vertical. As opposed to the chain metaphor it is appropriate to speak of a vertical rope. With the loose couplings and a more co-ordinated character of the relationships among actors, in the case of governance by persuasion with a co-production perspective on implementation, the metaphor (if any) of a woven thread may be used.
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- chú bận lắm phải không
- Hack bats
- Im going to break my phone
- tôi đang xem ti vi cùng gia đình của tôi
- bạn bận lắm phải không
- Transportation expenses paid in full
- superlative adjectives to compare more t
- how do you get school
- Nguoc lai,neu gianh nhieu thoi gian cho
- tôi nghĩ môn toán cần suy nghĩ và tư duy
- Institutional settingsThe locus of inter
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- My favorite subject is math
- If a man could be two places at one time
- tôi mua làm quà tặng cho con trai
- người hà nội rất thân thiện
- tôi đang xem ti vi cùng gia đình thì bất
- how do you get to school
- hà nội có rất nhiều xe máy
- LEGO toys are sold in most major toy cha
- If a man could be two places at one time
- to build a new theory of implementation
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