341 |
An evaluation of localisation policy in the professional streams within the Public Works DepartmentGreenwood, V. H. January 1981 (has links)
published_or_final_version / Public Administration / Master / Master of Social Sciences
|
342 |
Restructuring of the Housing Department: the merging of maintenance and managementLeung, Kit-mui, Gladys., 梁潔梅. January 1999 (has links)
published_or_final_version / Housing Management / Master / Master of Housing Management
|
343 |
The survival of HongKong Post: organisationaldesign issues and prospects in comparative perspectiveWong, Tsz-shun, Margarita., 黃子純. January 2003 (has links)
published_or_final_version / Public Administration / Master / Master of Public Administration
|
344 |
A study of strategies of reform for the Rating and Valuation Department in the Hong Kong SAR government劉永豪, Lau, Wing-ho, Eric. January 2002 (has links)
published_or_final_version / Public Administration / Master / Master of Public Administration
|
345 |
Civil service reform: its impact on human resource management of the 'street-level bureaucrats' of theImmigration Department in Hong Kong曾滿華, Tsang, Mon-wah. January 2002 (has links)
published_or_final_version / Public Administration / Master / Master of Public Administration
|
346 |
LYDERYSTĖS RAIŠKA VALSTYBĖS TARNYBOJE: ŠIAULIŲ MIESTO ATVEJIS / Expression of Leadership in Civil Service: The case of Siauliai. Master’s workLedžiūtė, Laura 28 September 2010 (has links)
Magistro darbu buvo siekta susisteminti teorinę medžiagą apie lyderystę valstybės tarnyboje įvairiais aspektais ir pagal atlikto tyrimo rezultatus atskleisti lyderystės raišką Šiaulių miesto viešojo valdymo ir administravimo institucijų vadovų ir darbuotojų tarpe. Buvo išsiaiškinta, koks vadovavimo stilius ir kokia lyderiavimo teorija yra būdingiausia valstybės tarnyboje, kokie lyderio asmeniniai bruožai, gebėjimai, kompetencijos yra svarbiausi valstybės valdyme. Atlikto tyrimo pagrindu buvo suformuotas hipotetinis valstybės tarnautojo- lyderio modelis. Patvirtinama autoriaus suformuluota mokslinio tyrimo hipotezė, jog nemaža dalis Šiaulių miesto viešojo valdymo ir administravimo institucijų darbuotojų bei vadovų pasižymi lyderiui būdingais gebėjimais, savybėmis, kompetencijomis, tačiau pastebimas nepakankamas lyderystės įgūdžių tobulinimas specifinėse lyderystės mokymo programose, seminaruose, kursuose. / Master's work was intended to codify the theoretical material on leadership in the civil service and in accordance with various aspects of the survey results, to reveal the expression of leadership of the Siauliai Public Management and Administration managers and staff people. It was found what style and theory of leadership is the most characteristic and what leader‘s personal traits, skills, competences are important in the civil service. It was found a hypothetical model of public servant as leader. It was confirm that the author‘s formulated the research hypothesis that a big part of the Siauliai Public Management and Administration managers and staff people have personal traits, skills, competences which are important to leaders, but they participate not enough in specific leadership training programs, seminars and courses.
|
347 |
Integrated performance management systems and motivation in the South African public sectorMarko Saravanja January 2009 (has links)
<p><font face="ArialMT">
<p align="left">The study recommends that performance management has to be approached from an integrated perspective. The process of the design of performance management must include a thorough consultation with major stakeholders. The implementation of the system has to be supported and driven by top leadership and management. The change management process should be supported by a proactive communication strategy and it should be managed strategically and by competent staff. A reward system that distinguishes high from mediocre performance should be put in place. Programmes must be implemented to ensure high levels of staff motivation. Monitoring and evaluation mechanisms must be put in place to ensure implementation of sustainable performance management systems. These recommendations led to the design of an integrated performance management system. The study concludes that integrated performance management, as a multidisciplinary methodology related to organisational strategy, structure, culture, systems and processes, should be regarded as a critical tool for improving motivation and performance of individuals, teams, departments and the public service as a whole.</p>
</font></p>
|
348 |
Change management in organisations : a case study analysis of the management of change processes in the civil service of Lesotho.Makhetha, Morongoe M. January 2003 (has links)
This study is an evaluation of the implementation of change processes in the
Lesotho Civil Service, Ministry of the Public Service (MPS). A qualitative method
was used where an exploratory study was conducted by drawing a case study to
evaluate the change implementation process in the organisation.
In enabling the researcher to conduct a more focussed study, only five factors
that have an impact on the successful implementation of change were
considered. The factors were namely: forces for change; managing and leading
change; building the desired culture; resistance to change and errors common to
organisational change. The relevant information for the case study was obtained
mainly from interviews and questionnaires. The pattern matching technique was
performed on the case study, whereby the way change was implemented in the
Lesotho Civil service was compared to that suggested by the literature.
Fifty questionnaires were administered to fifty employees in the Ministry of the
Public Service. Finally an evaluation based on the responses of the respondents,
what actually happened and that which the literature suggests were evaluated
interdependently.
Based on this evaluation, it was found that, there were forces for change in the
organisation, but management did not communicate with the employees as to the
need for change and how it was to be implemented. Employees were never
involved or asked to participate in the planning process of the change.
Management in the organisation did not take all aspects into account when
planning for change as suggested by the literature and all these aspects need to
be improved upon by the leaders in the organisation. / Thesis (MBA)-University of Natal, Durban, 2003.
|
349 |
Gender and leadership in the South Australian public sector /Martin, Lisa. Unknown Date (has links)
Thesis (MPsychology(Organisational))--University of South Australia, 2000.
|
350 |
Public service delivery in the Democratic Republic of the Congo a case study approach /Tshiyoyo, Mudikolele Michel. January 2006 (has links)
Thesis (MPA.(Economic and Management Sciences))-University of Pretoria, 2006. / Includes bibliographical references. Available on the Internet via the World Wide Web.
|
Page generated in 0.078 seconds