Thesis (M.P.A.)--University of Hong Kong, 1999. / Includes bibliographical references (leaves 88-92).

Thesis (M.P.A.)--University of Hong Kong, 1999. / Includes bibliographical references (leaves 88-92). Also available in print.

Thesis (M.P.A.)--University of Hong Kong, 2003. / Includes bibliographical references (leaves i-viii (2nd group)). Also available in print.

Thesis (M.Phil.) - University of Queensland, 2006. / Includes bibliography.

The subject of this thesis is to analyze changes in tax administration, the OECD member countries, which have occurred in relation to the tax reforms undertaken in the period 2005 - 2009. These changes are further examined and analyzed according to the phases of the business to which it relates. The main task of this work is the comparison of statistical methods and analysis of tax reforms in terms of tax administration and complexity of tax administration in member countries of the Organisation for Economic Cooperation and Development. The conclusion is based on the results confirmed or refuted the hypothesis of the development cost of the tax administration and rate of the application and use of information technology.

Thesis (M.B.A.)--University of Hong Kong, 1996. / Includes bibliographical references (leaf 183-189).

Thesis (M.B.A.)--University of Hong Kong, 1996. / Includes bibliographical references (leaves 183-189). Also available in print.

Le processus de modernisation des services territoriaux de l'État, et tout particulièrement son volet managérial, s'inscrit dans une histoire déjà ancienne, même si la dynamique et les modalités du changement varient selon les départements ministériels. Dans ces histoires, la période 2003-2007, avec l'introduction d'une approche budgétaire différente (la LOLF), d'une recomposition des services départementaux de l'État (la RéaTE), et d'une rénovation des modalités de gestion des emplois et des compétences, constitue un tournant qui peut être compris comme la diffusion des principes du new public management. La thèse repose sur une analyse du travail des directeurs départementaux des ministères évoqués dans la réorganisation dans ce contexte de modernisation tout particulièrement autour du volet RH. Cette analyse est préparée par une présentation des histoires différenciées de la réforme dans les ministères de l'équipement, de l'agriculture et de l'inspection du travail, et une présentation de la perception de ces transformations par les agents. Ces deux aspects constituent en effet les contraintes essentielles de l'activité de conduite du changement. Ils permettent de montrer que la fonction « ressources humaines » joue un rôle central dans les transformations propres à chaque ministère. Étudier le travail de ces cadres, restituer leurs secrets de fabrique, c'est à la fois éclairer l'activité de cadres dirigeants dans une administration, qui se trouve mise à découvert par le changement durant cette période, et mettre en évidence les enjeux de ce moment de la réforme. L'analyse des marges de manœuvre qui leur permettent de conduire le changement, révèle aussi combien se concentrent sur eux les tensions générées par les contradictions d'une réforme tous azimuts. La manière dont ils expriment leur inquiétude pose la question des risques d'un affaiblissement trop important de ces acteurs, seuls en mesure de mettre en cohérence des missions, des hommes et leurs compétences, et une organisation du travail / The process of modernization of the territorial services of the State, and quite particularly its manager part, is part of an already ancient story, even if the dynamics and the modalities of the change vary according to the ministerial departments. In this context, the period 2003-2007, with the introduction of a different budgetary approach (the LOLF), the reorganization of the departmental services of the State (RéaTE), and the renovation of the modalities of jobs and skills management, constitutes a turning point which can be seen as the application of the principles of the new public management. The thesis bases on a job analysis of the departmental managers of ministries evoked in the reorganization in this context of modernization, quite particularly around the human resources part. This analysis is prepared by a presentation of the stories of the reform in the ministries of equipment, of agriculture, and the factory inspectorate, and a display of the perception of these transformations by the agents. These two aspects indeed constitute the essential constraints of the activity of managing the change. They show that the "human resources" post plays a central role in the transformations specific to every ministry. To study the work of these executives, to give an account of their processes, is at the same time to shed light on executives' activity in an administration, that is put openly by the change during this period, and on the stakes in this moment of the reform. The analysis of the rooms to maneuver, which enable them to lead the change, reveals also how much the tensions, generated by the contradictions of a reform everywhere, concentrate on them. The way they express their anxiety puts the question of the risks of a too important decline of these actors, the only ones able to put in coherence the missions, the men and their skills, and a work organization

The beginning of the occupation of the Czech Lands was closely linked to a variety of political, economic, and social problems. It was necessary to gain control over all respective administrative structures in order to ensure the smooth function of the state. In the first phases of the occupation, the temporary military administration was established and the basis for the future development of occupational structures was thus laid. An autonomous administration continued to work alongside the two-levelled German administration. Although the German administration was to take care of German citizens' affairs and to watch over the Protectorate authorities, the autonomous one soon began to succumb under the German influence. After some time, it became obvious that the German administration was overgrown and inefficient; that a reform had to be made. A man behind the reform was Reinhard Heydrich, sent to the Protectorate with a special mission to restore order. The number of occupational authorities was supposed to be diminished together with the number of staff, the redundant employees to be commanded to the frontline. This situation was made easier by the fact that the autonomous bodies had already been infiltrated by German officials; therefore there were not many difficulties while taking over them....