Dissertation (D.P.H.)--University of Michigan.

Dissertation (D.P.H.)--University of Michigan.

Este estudo pretende analisar qual a relação entre os recursos gerenciais estratégicos do setor público e o desempenho dos estados brasileiros. Para tanto, assume-se que a estratégia é um dos fatores que influenciam a performance financeira e socioeconômica das unidades federativas estatais, e que a modernização da administração pública ocorrida em duas fases, estabelece uma busca pela eficiência apoiada no modelo da Nova Gestão Pública (NGP), que se utiliza desses recursos gerenciais. A pesquisa tem como fundamentação teórica a Visão Baseada em Recursos (VBR), que emprega conceitos de competitividade e desempenho no setor público para analisar os seus recursos gerenciais estratégicos como fonte de vantagem competitiva e responsáveis pelo desempenho diferenciado entre as organizações. Trata-se de estudo empírico-analítico de uma amostra de 20 estados brasileiros obtida mediante aplicação de questionário estruturado tipo survey aos Secretários de Estados das Secretarias de Administração, Planejamento, Fazenda, Receita, Educação, Saúde e Segurança dos 26 estados brasileiros. As variáveis referentes aos recursos gerenciais estratégicos foram extraídas do questionário enquanto as demais variáveis de desempenho foram obtidas da base de dados da Secretaria do Tesouro Nacional (STN), do Instituto Brasileiro de Geografia e Estatística (IBGE) e do Banco Central do Brasil (BACEN). Por meio de métodos de análise multivariada de dependência (correlação canônica e análise de regressão) e de interdependência (análise de correspondência e de homogeneidade), constatou-se que quanto melhor a gestão dos sistema de informações, menor é o nível de endividamento do estado e maior sua liquidez financeira; quanto maior a visão orientada para o cidadão-usuário, maior é a despesa total per capita e o investimento em infraestrutura; os melhores indicadores orçamentários, econômicofinanceiros e de desenvolvimento social estão associados aos Estados que possuem uma boa avaliação da cultura organizacional gerencial, da visão orientada para o cidadão, do capital humano e da gestão dos sistemas de informações. / This research aims to analyze the relationship between public strategic managerial resources and Brazilian states development. Therefore, it is assumed that: (1) the strategy is one of the factors that influence the financial and socio-economic performance of federal unit; and (2) the public administration reform uses these managerial resources. The Resource Based View (RBV) is the research theoretical base. Competitiveness and performance concepts are used to analyze public strategic managerial resources as a source of competitive advantage and as responsible for the different performances among organizations. It is an empirical and analytical study of 20 Brazilian states. This sample was obtained by applying a survey to the administration, planning, finance, income, education, health and safety departments. The variables relating to strategic managerial resources have been extracted from the questionnaire while the other performance variables were obtained from the database of the National Treasury Secretariat (STN), the Brazilian Institute of Geography and Statistics (IBGE) and the Central Bank of Brazil (BACEN ). By multivariate analysis of dependence (canonical correlation and regression analyzes) and interdependence (correspondence and homogeneity analysis), this study revealed that: (1) the best information system management is related with the lower the level of debts and the higher level of financial liquidity, (2) the higher citizen-oriented view is linked with the higher the per capita total expenditure and the higher expenditure on infrastructure, (3) the higher level of the budgetary, financial, economic and social performances is associated with states that have a good evaluation on organizational culture, citizen-oriented view, human capital and information system management.

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2009. / m-Government or mobile-Government is seen as part of e-Government and an additional channel for the delivery of public services and information to the citizen. This study critically examines and evaluates the extent to which the Provincial Government Western Cape has adopted m-Government and implemented related services. A survey conducted by Kirsten (2006) on the adoption and readiness of mobile technology by businesses in South Africa was used as the foundation of this study to determine the level of readiness in the Provincial Government Western Cape. Managers and technical staff within the Province’s information and communication technology component, the Centre for e-Innovation, were interviewed and asked to complete the survey. The study found that, although there is a relatively high degree of adoption with regard to various aspects of mobile and wireless technology, there are many obstacles and barriers that need to be overcome in order to achieve a higher level of m-Government maturity or readiness. The study makes various suggestions on how to overcome these barriers. The most important suggestion is to develop a holistic approach to the adoption of m-Government. Plans for adoption should be incremental to ensure that small victories that can be built on are achieved; the involvement of key stakeholders is also essential.

Thesis. 1977. M.C.P.--Massachusetts Institute of Technology. Dept. of Urban Studies and Planning. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND ROTCH. / Includes bibliographical references. / M.C.P.

Thesis. 1979. Ph.D.--Massachusetts Institute of Technology. Dept. of Urban Studies and Planning. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND ROTCH. / Bibliography: leaves 287-293. / Ph.D.

The formation of the Liberal Party of Australia in the mid-1940s heralded a new effort to stem the tide of government regulation that had grown with Labor Party rule in the latter years of World War II and immediately after. It was not until 1949 that the party gained office at Federal level, beginning what was to be a record unbroken term of 23 years, but its efforts faltered at State level in Victoria, where the party was divided, and in New South Wales, where Labor was seemingly entrenched. The fortunes were reversed with the rise to leadership of men who bore a different stamp to their predecessors, and were in many ways atypical Liberals: Henry Bolte in Victoria and Robin Askin in New South Wales. Bolte, a farmer, and Askin, a bank officer, had served as non-commissioned officers in World War II and rose to lead parties whose members who had served in the war were predominantly of the officer class. In each case, their man management skills put an end to division and destabilisation in their parties, and they went on to serve record terms as Liberal leaders in their respective States, Bolte 1955-72 and Askin 1965-75. Neither was ever challenged in their leadership and each chose the time and nature of his departure from politics, a rarity among Australian political leaders. Their careers are traced here in the context of the Liberal revival and the heightened expectations of the post-war years when the Liberal Party reached an ascendancy, governing for a brief time in 1969-70 in all Australian States as well as the Commonwealth. Their leadership is also examined in the broader context of leadership in the Liberal Party, and also in the ways in which the new party sought to engage with and appeal to a wider range of voters than had traditionally been attracted to the non-Labor parties.

No description available.

Thesis (Ph.D.)--Public Policy, Georgia Institute of Technology, 2008. / Committee Chair: Willoughby, Katherine; Committee Member: Eger, Robert; Committee Member: Kingsley, Gordon; Committee Member: Sjoquist, David; Committee Member: Wallace, Sally.

Thesis (Ph.D.)--Mississippi State University. Department of Political Science and Public Administration. / Title from title screen. Includes bibliographical references.