Thesis (Ph. D.)--University of Wisconsin, 1956. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 313-324).

Thesis (Ph. D.)--University of California, Los Angeles, 2002. / Vita. Includes bibliographical references (leaves 188-205).

Thesis (M.S.)--University of Wisconsin--Madison, 1966. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1992. / Also available in print.

The main aim of this diploma thesis is mention changes which come into force and compare with antecedent modification. Intention is not to be completely comparison new and antecedent legal adjustments. This progress would solicited extensive representation entire issue who area exceeds requisites of diploma thesis. Core of diploma thesis is analyse some legal remedies within the administrative procedure.

Abstract- Principles of administrative procedure The diploma thesis deals with the analysis of principles of administrative proceedings. The aim of the thesis is a detailed analysis of individual principles of administrative proceedings, which form the basic model of all administrative proceedings. In the first chapter I use the historically comparative method to analyze origins of the individual principles and transformations of these principles which occured as part of the development of a codified regulations of the administrative procedure. The main part of the thesis is the analysis of the individual principles, for which the analysis of the sources of these normatives is neccessary, which is the content of the chapter of the second chapter. In the scope of the analysis of the sources of principles, I deal with the national and international levels. The chapter is divided according to the traditionally recognized hierarchy of legal norms and its first subchapter is therefore devoted to the principles contained in the constitutional order. The second subchapter deals with the principles of international law, focusing on both binding international documents and non-binding soft-law documents. The first part of this chapter is devoted to the principles resulting from the publications of the Council of...

No description available.

Zugl.: Mainz, Universiẗat, Diss., 2009. / Includes bibliographical references (p. 316-336) and index.

Thesis (M.Court.Mgmt.)--University of Wollongong, 2004. / Typescript. Includes bibliographical references: leaf 272-287.

Planned change is exercised at different stages; planning, implementation and evaluation. The point of departure for this study is the planning stage of an organisational change in a local government. The planning stage is divided into three theoretical stages; anticipation, culmination and the aftermath. The aim of the study is to inquire into how sense making processes and anticipation of the future were constructed and put into play by two groups, in two different departments during the time that the authorities were planning, communicating and deciding on a new organisation. The groups were selected on such differentiating criteria as tasks, group size, composition and localisation. One group consisted of eight councillors at a local authority housing department. The participants were located at the town hall. The other group consisted of 25 supervisors and administrators in the department for the care of the elderly and the handicapped. The participants in the group were located in local districts. Using an interpretative approach, the data is constantly analysed and interpreted within the theoretical frame of reference of structuration theory, theories of social identity, inter group relations and organisational communication. The results indicate that at the planning stage ideological structures are salient as they are put into play in communication and action. The conclusions made point to the fact that sense making processes are contextual, grounded identity creation and that these processes lie at the heart of how changes are anticipated and how organising strategies are being negotiated.