Source: Dissertation Abstracts International, Volume: 40-07, Section: A, page: 4220. / Thesis (Ph.D.)--The Florida State University, 1979.

Source: Dissertation Abstracts International, Volume: 37-12, Section: A, page: 7959. / Thesis (Ph.D.)--The Florida State University, 1976.

Source: Dissertation Abstracts International, Volume: 40-02, Section: A, page: 1067. / Thesis (Ph.D.)--The Florida State University, 1978.

Source: Dissertation Abstracts International, Volume: 35-09, Section: A, page: 6226. / Thesis (Ph.D.)--The Florida State University, 1974.

This study dealt with state-owned enterprises (SOEs) in Saudi Arabia and the changes encountered by these organizations: recentralization by imposing civil service rules and regulations, exemption from civil service rules, and privatization. Data were collected through library research and personal interviews conducted in Saudi Arabia with key officials of SOEs in Saudi Arabia. / Recentralization of SOEs is an action taken by the government to impose greater control over SOEs, whether financial or administrative. In the Saudi case, the reasons for recentralization were to reduce the multiplicity of personnel systems, to unify all government employees under one personnel system, and to reduce abuse of the flexibility and autonomy granted to SOEs by their officials. / Exemption of SOEs is an action taken by the government to release these institutions from financial or administrative restrictions. The Saudi experience shows that exemption occurs because those SOEs are self-supporting and operate commercial activities. / Privatization is the transfer of ownership of an SOE from the government to the private sector. Ten general methods of privatization were identified, one of which is divestment of SOEs. Four methods of divestment as well as various processes for divestment were discussed. For Saudi Arabia, the major reasons for privatization of SOEs were to attract the Saudi investor to local investments and to shift part of the government's responsibility to the private sector. / It was concluded that political, economic, and administrative forces influenced the movement of SOEs from one status to another. The changes in SOEs can also be explained by technical rationality, differences in organizational culture, and the interest, conflict and power concept. / New classifications for SOEs were recommended as well as methods to improve their performance. Exemption was recommended only for those SOEs which generate revenues, are engaged in activities of a business nature, and have national importance. Future privatization will depend on evaluation of current privatization efforts. / Source: Dissertation Abstracts International, Volume: 49-03, Section: A, page: 0616. / Major Professor: Richard Chackerian. / Thesis (Ph.D.)--The Florida State University, 1987.

In unstable, changing environments we have seen that organizations become more interdependent and seek to form interorganizational relationships. This is especially so in public sector and non-profit agencies where financial and human resources are becoming more scarce and unpredictable. With the present bureaucratic structure of organization being adverse to change, the interorganizational network provides an alternative which is more conducive to learning and thus more responsive to change. / In an attempt to develop such an alternative system in Florida state government, the authors used an action research approach to design and implement a network of participants from six agencies seeking to improve individual and organizational performance. As action researchers, each of the authors engaged in three complementary roles (researcher, trainer, and facilitator of action). / The program of research and development lasted for six months and involved 30 participants engaged in a network development process which sought to develop a viable parallel structure to the participating agencies. This occurred in three distinct phases: (1) The identification phase in which agency and individual participants were determined and learning needs were assessed; (2) the action learning phase in which participants were engaged in three cycles of training and on-the-job action learning with each cycle representing a different focus (individual effectiveness, group effectiveness, and organizational effectiveness); and (3) the evaluation and planning phase in which the network program was evaluated along several dimensions and data were used for program modifications and the establishment of an agenda for further development. / The findings from the project have shown considerable personal growth and improved effectiveness for the program participants as measured by pre and post-test results on standardized instruments, interviews, and observations. Additionally, from network interaction analysis, interviews, and program records we have evidence that a viable network has emerged with the potential for improving performance in the agencies and the state government as a whole. / Source: Dissertation Abstracts International, Volume: 49-03, Section: A, page: 0619. / Major Professor: Frank P. Sherwood. / Thesis (Ph.D.)--The Florida State University, 1987.

<p> On October 1, 2013, the most visible component of the Patient Protection and Affordable Care Act (Public Law 111-148) (ACA) went live. Health insurance marketplaces provided residents with a place to shop and receive subsidies for insurance plans that contained the essential health benefits required by the ACA. The ACA required each state to establish an exchange, but it also provided flexibility so if a state elected not to (or could not) build its own, the federal government would implement the marketplace. <b></b>A handful of states chose a hybrid implementation, which used the federal HealthCare.gov website but left certain decisions to the states. In the end, twice as many states chose to use the federal HealthCare.gov website compared to states that created a state-based marketplace and website. This trifurcated approach to implementing the health insurance marketplaces where residents were either served by a federally-facilitated, state-based, or hybrid marketplace, provides a unique situation for comparison and analysis relating to federalism and public policy implementation. </p><p> This policy analysis examines the implementation of the ACA&rsquo;s health insurance marketplaces in all 50 states and the District of Columbia. It discusses enrollment success during the first five open enrollment periods across all three marketplace types. </p><p> Among the federally-facilitated, state-based, or hybrid marketplaces, was one type more successful than the others at enrolling residents in health insurance? What factors may have played a role in success or failure? This study discusses the ACA marketplaces as a case study in federalism and public policy implementation.</p><p>

Thesis (M.A.)--Boston University / The present paper is an analytical study in which an attempt is made to evaluate the Japanese administration on Korea through a comparison with the concept and philosophy of democratic administrative institutions which prevail in the United States and an assessment of the extent to which the Japanese administrative system did meet the needs of the Korean people, thereby determining what elements of the two administrative systems may prove most valuable in the future development of Korean public administration. One assumption must be made for the purpose, namely, that democratic institutions are best adapted to the needs of the Korean people at this time.

<p> Public organizations fulfill critical needs in communities across the United States, such as housing, environmental protection, public education, and more. In this important role, healthy public organizations should be accountable to the values that guide their work. However, a lack of tools in the field of public administration prohibits the assessment of organizational culture in public organizations, particularly as it relates to equitably representing the individuals they serve. </p><p> To close this gap, this dissertation presents a framework to detect an organizational culture of empathy, including the results from an archival analysis of the organizational culture of the Housing Authority of Baltimore City (HABC). The framework is grounded in the work of social equity (Frederickson, 2005, 2010; Gawthrop, 1998; Johnson &amp; Svara, 2011; Svara &amp; Brunet, 2005; Wooldridge &amp; Gooden, 2009) and reflects organization cultural assessments already used in the field (Gooden, 2014; Testa &amp; Sipe, 2013). The importance of examining an organizational culture of empathy at HABC is reflected in the troubling history of service provision of housing services to individuals who are traditionally under-represented and structurally excluded from decision-making processes (Pietila, 2010; Rothstein, 2017). Findings from this work contribute to expanding the scholarship of empathy within public administration by establishing a relationship between empathy, a public service value, and organizational culture.</p><p>

<p> The purpose of this project is to develop a youth archery implementation manual for parks and recreation departments in California. This manual establishes a unified standard for city-run archery programs, much like those used in other recreational mainstream sports. Additionally, when used as intended, this project provides recreation professionals with the necessary tools to seek and obtain approval from their superiors to create a successful youth archery league. Lastly, this project also provides municipal parks and recreation agencies with the necessary tools and resources to effectively design, market, implement, and maintain a youth archery league within their own community. </p><p>