Regard the local government, although in The Constitution chapter 10 (Powers of the Central and Local Governments) and in chapter 11 (System of Local Government) clearly state the self-governing power of the local authority, and mentioned the boarder line for the self-governing matters. However under the past influence of the centralized government structure, all matters are government affairs nation wide, the local governments are only to carry out the orders, in fact those so called the local governments are central government appointed departments, therefore delegation, commission or assignment of an administrative authority become less important, further more, the action is meaningless. Even to this day, the era of the local self-governing, delegation, commission or assignment of an administrative authority still faces many problems (For example Taipei and Kaohsiung, the two cities have their municipality directly under the jurisdiction of the Central Government office, and the office must monitor the appoint of the legislation, after the careful monitoring of the process of the appointing, then the follow the legislation shall legalize the practice, whether power commission may be exercised between two agencies of the same administrative bodies, whether a local government agency may commission with its supervised agency to exercise a part of its powers, etc¡K¡K), the cause of the confusion all goes back to the unclear separation of powers between the central government and the local governments, and to clearly regulate the problem in a short time isn¡¦t easy, therefore the urgent solution is the required for the disagreement from individual offices about the delegation, commission or assignment of an administrative authority etc¡K¡K, for this reason the aim of this study is to probe into the self-governing practice, detail the process and to recommend, to propose the following: 1. Study shows: a. The legislation of the power delegation rationalize the distribution of the manpower resources for the local government, shortens the time of decision making, lightens the responsibility of individual power delegating, and increases the proper use of the local self-governing power. b. The legislation of the power commission benefits the distribution of national resource of manpower, allows the proper practice of such actions, which also develop the advantage of direct office contact and the action of mutual aid. c. The legislation of the power assignment also sets up the vertical administrative supporting relationship between administrative bodies, and has the efficiency of the administrative offices¡¦ convenience work to its best. 2. Proposal: I. The making of legislation: a. Central government office shall define the meanings of delegation, commission and assignment of an administrative authority, give each action a clear responsibility, document the procedures and the importance of the above actions, in orders the administrative offices to put them in proper practice. b. The legislation should unify the terms for delegation, commission and assignment of an administrative authority. Define the principles of responsibilities for the central government and the local governments. The method of dividing the central-government and self-government matters according to its administrative needs in the present constitution is no longer up to date. c. Revise and set up the procedures of the legislation of assignment. II. Change the point of view: The central government should respect the power of the local government, implement the practice of self-governing, grant and authorize the local assignee to its complete power, respect the local assignee power to its max, increase the elasticity and the flexibility of the assignee office, put the nature and the resource of the manpower of the local government in consideration through the procedure of assignment. The local governments shouldn¡¦t unduly depend on the support of the central government like in the past, but welcome the time of self-governing, set up and face the idea of self-governing system, truly practice the age of autonomy.

published_or_final_version / abstract / Computer Science / Doctoral / Doctor of Philosophy

As courts in separation-of-powers systems are said to have the power of neither the purse nor the sword, their institutional legitimacy is essential for ensuring compliance with their decisions. While institutional legitimacy has been examined in-depth for national high courts, the legitimacy of sub-national courts has been overlooked. In this dissertation I develop a new measure of court-level institutional legitimacy for state high courts. I use multilevel regression and poststratification to create state-level measures from individual-level survey results. In this dissertation, I develop a theory of review and delegation by state high courts. I argue that these courts work toward two main goals: implementing their policy preferences and maintaining the legitimacy of their institution. I argue for a two-stage process that considers whether or not the court will decide on the constitutionality of a statute in the first stage and whether they will overturn the statute and delegate policy control back to the other branches of government in the second. Relying on the literatures on both institutional legitimacy and political delegation, I suggest that courts may delegate policy control back to the other branches of government by specifically stating this in their opinion. Finally, I examine the conditions under which a state high court will delegate to either the state legislature or the executive branch. Overall, I find that legitimacy is important when considering state high court decision-making; and it must be considered along with political context and institutional rules as one of the central motivations for state high courts in separation of powers theories.

Originally presented as the author's Thesis (doctoral)--Deutsche Hochschule für Verwaltungswissenschaften Speyer, 2003. / Includes bibliographical references (p. 245-259).

Diss. Univ. Osnabrück, 2004.

M.Ed. (Educational Management) / Continuous changes and renewal take place in the field of technology as well as in the field of education. Consequently increasing demands are made on the educational leader as manager and his managerial task becomes very comprehensive. No educational leader, however, can cope with all these demands unless he delegates authority and responsibility effectively. This study focuses on delegation of authority and responsibility as part of the managerial task of the educational leader and as a subordinate task of organising without which the efficient functioning of the school as an organisation cannot be realized. For the realization of effective delegation, it is absolutely essential that the educational leader possess knowledge of the factors which may influence the task of delegation. These factors relate to the delegator as well as to the delegate and may lead to non-effective delegation practices. Several guidelines, for example educational leader as well as for proper training for the subordinate to the whom authority and responsibility is delegated, effective communication and motivation, making use of correct feedback and time-management techniques and the utilization of the right person for the right task, can be followed in order to realize effective delegation.

This research studies delegation in outpatient physiotherapy and attempts to solve its deficiency by designing a theoretical model of constructive delegation (CD model). The CD model is functional and uses a systematic and rational approach to plan the level of delegation by using task and cost-benefit analysis and it supports delegation dynamically by organising training, working partnerships, communications and the working environment. An initial survey of tasks carried out by physiotherapists and assistants at ten sites found inconsistent approaches to delegation, with 80% of physiotherapists expressing concerns. This mirrored similar experiences in the literature where there was evidence of some delegation of technical clinical tasks, but also resistance within the profession. Generally in the literature delegation was defined and eluded to, but was not constructed in order to provide a planned system. The CD model was offered as a tool to, by construction, implement delegation safely and without loss of quality to ensure appropriate skills for appropriate tasks and to analyse current practice and implicitly suggest improvements.

Businesses are continually striving to become more efficient. In an effort to achieve optimal efficiency, many companies have been forced to re-evaluate the efficiency of their business processes. Consequently, the term “business process re-engineering” (BPR) has been given to the activity of restructuring organizational policies and methods for conducting business. The refinement of business processes is the primary motivation behind the development of automated work- flow systems that ensure the secure and efficient flow of information between activities and participants that constitute the business process. A workflow is an automated business process that comprises a number of related tasks. When these tasks are executed in a systematic way, they contribute to the fulfilment of some goal. The order in which workflow tasks execute is of great significance because these tasks are typically dependent on each other. A workflow management system (WFMS) is responsible for scheduling the systematic execution of workflow tasks whilst considering the dependencies that exist between them. Businesses are realizing the necessity of information management in the functioning and general management of a company. They are recognizing the important role that information security has to play in ensuring that accurate information that is relevant is gathered, applied and maintained to enhance the company’s service to its customers. In a workflow context, information security primarily involves the implementation of access control security mechanisms. These mechanisms help ensure that task dependencies are coordinated and that tasks are performed by authorized subjects only. In doing so, they also assist in the maintenance of object integrity. TheWorkflow Authorization Model (WAM) was developed by Atluri and Huang [AH96b, HA99] with the specific intention of addressing the security requirements of workflow environments. It primarily addresses the granting and revoking of authorizations in a WFMS. TheWAM satisfies most criteria that are required of an optimal access control model. These criteria are the enforcement of separation of duties, the handling of temporal constraints, a role-based application and the synchronization of workflow with authorization flow. Some of these conditions cannot be met through pure role-based access control (RBAC) mechanisms. This dissertation addresses the delegation of task authorizations within a work- flow process by subject roles in the organizational structure. In doing this, a role may have the authority to delegate responsibility for task execution to another individual in a role set. This individual may potentially belong to a role other than the role explicitly authorized to perform the task in question. The proposed model will work within the constraints that are enforced by the WAM. Therefore, the WAM will play a part in determining whether delegation may be approved. This implies that the delegation model may not override any dynamically defined security constraints. The Delegation Authorization Model (DAM) proposed assists in distributing workloads amongst subject roles within an organization, by allowing subjects to delegate task responsibilities to other subjects according to restrictions imposed by security policies. As yet, this area of research has not received much attention. / Prof. M.S. Olivier

Magister Artium - MA / Namibia was under South African rule until March 1990. On 11 September 1962, the Odendaal Commission was set up by the State President of South Africa to enquire into the welfare and progress of all the inhabitants of South West Africa, particularly the African people. The Commission was required to make recommendations for the development of the various African people inside and outside their designated areas. The outcome of the Commission was the division of South West Africa into ten designated areas for the various native nations. These areas later became the homelands for the Africans in South West Africa. This thesis was concerned with examining the Kavango Legislative Council, its constitution, its powers, the role of the traditional authorities within the body, and the legislation passed by the Council. / South Africa

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