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Public administration --- Executive advisory bodies. --- Decision making. --- Administrative advisory bodies --- Advisory bodies, Executive --- Commissions of the federal government --- Government advisory boards --- Administrative agencies --- Advisory boards --- Decision-making in public administration
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The delegation of functions and responsibilities to quasi-autonomous bodies operating with a significant degree of autonomy arguably empowers governments to address a wide range of social issues simultaneously without having to be involved with the minutiae of day-to-day socio-political interactions. Delegation therefore provides a structural and esoteric capacity beyond the cognitive and physical limits of politicians. There is nothing wrong with delegation as such. The problemrelates to the failure to manage delegation in Britain. And yet we actually know very little about how the state beyo
Executive advisory bodies --- Administrative agencies --- Agencies, Administrative --- Executive agencies --- Government agencies --- Regulatory agencies --- Administrative law --- Public administration --- Administrative advisory bodies --- Advisory bodies, Executive --- Commissions of the federal government --- Government advisory boards --- Advisory boards --- Law and legislation
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Established in 1999, the OECD-Asian Roundtable on Corporate Governance serves as a regional forum for exchanging experiences and advancing the reform agenda on corporate governance while promoting awareness and use of the OECD Principles of Corporate Governance. The Roundtable brings together policy makers, practitioners and experts on corporate governance from the Asian region, OECD countries and relevant international organisations. This Roundtable report consist of three sections: 1) an overview of the current policy framework; 2) a summary of the challenges to establishing a formal and transparent board nomination and election process in Asia; and, 3) policy options to improve the transparency of the board nomination and election process in order to reinforce more effective boards.
Corporate governance. --- Executive advisory bodies. --- Administrative advisory bodies --- Advisory bodies, Executive --- Commissions of the federal government --- Government advisory boards --- Administrative agencies --- Advisory boards --- Governance, Corporate --- Industrial management --- Directors of corporations
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342.59 --- Executive advisory bodies --- -Executive advisory bodies --- -Administrative advisory bodies --- Advisory bodies, Executive --- Commissions of the federal government --- Government advisory boards --- Administrative agencies --- Advisory boards --- Bevoegdheidsconflict tussen de machten. Overlegcomite. Belangenconflict.Verhouding wetgevende-uitvoerende macht. Arbitragehof --- Theses --- -Bevoegdheidsconflict tussen de machten. Overlegcomite. Belangenconflict.Verhouding wetgevende-uitvoerende macht. Arbitragehof --- 342.59 Bevoegdheidsconflict tussen de machten. Overlegcomite. Belangenconflict.Verhouding wetgevende-uitvoerende macht. Arbitragehof --- -342.59 Bevoegdheidsconflict tussen de machten. Overlegcomite. Belangenconflict.Verhouding wetgevende-uitvoerende macht. Arbitragehof --- Administrative advisory bodies --- Droit constitutionnel
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Presidents --- Executive advisory bodies --- Présidents --- Organismes consultatifs --- France --- Politics and government --- Politique et gouvernement --- -France --- -Presidents --- -342.511 <44> --- Presidency --- Heads of state --- Executive power --- Administrative advisory bodies --- Advisory bodies, Executive --- Commissions of the federal government --- Government advisory boards --- Administrative agencies --- Advisory boards --- -Executive advisory bodies --- Présidents --- 342.511 <44> --- Presidents - France --- Executive advisory bodies - France --- France - Politics and government - 1958 --- -Presidents - France
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Beleidsondersteuning zou kunnen plaatsvinden door evaluerend onderzoek en advies. Dit onderzoek zou kunnen worden ondergebracht bij een bestaande onafhankelijke instelling die werkzaam is op dit terrein. De adviesfunctie kan worden vervuld door een kleine wellicht wisselende groep van personen, die hiertoe van tijd tot tijd samenkomen. Policy support could take place through evaluating research and advice. This research could be placed with an existing independent institution that is active in this field. The advisory function can be fulfilled by a small, perhaps varying group of people, who meet from time to time for this purpose.
Executive advisory bodies --- Administrative advisory bodies --- Advisory bodies, Executive --- Commissions of the federal government --- Government advisory boards --- Administrative agencies --- Advisory boards --- 342.58 <492> --- #SBIB:35H1111 --- 342.58 <492> Adviserende lichamen. Raad van State:wetgevende afdeling--Nederland --- Adviserende lichamen. Raad van State:wetgevende afdeling--Nederland --- Bestuurlijke organisatie: centrale besturen: Nederland
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Executive advisory bodies --- -35.075 <492> --- finances publiques villes et communes --- impots communaux --- france --- Administrative advisory bodies --- Advisory bodies, Executive --- Commissions of the federal government --- Government advisory boards --- Administrative agencies --- Advisory boards --- Administratieve organen: titularissen, commissies, raden van commissarissen--Nederland --- openbare financien steden en gemeenten --- gemeentebelastingen --- frankrijk --- 35.075 <492> Administratieve organen: titularissen, commissies, raden van commissarissen--Nederland --- 35.075 <492>
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Hybrid organizations, governmental entities that mix characteristics of private and public sector organizations, are increasingly popular mechanisms for implementing public policy. Koppell assesses the performance of the growing quasi-government in terms of accountability and control. Comparing hybrids to traditional government agencies in three policy domains - export promotion, housing and international development - Koppell argues that hybrid organizations are more difficult to control largely due to the fact that hybrids behave like regulated organizations rather than extensions of administrative agencies. Providing a rich conception of the bureaucratic control problem, Koppell also argues that hybrid organizations are intrinsically less responsive to the political preferences of their political masters and suggests that as policy tools they are inappropriate for some tasks. This book provides a timely study of an important administrative and political phenomenon.
Executive advisory bodies --- -Administrative agencies --- -#SBIB:35H200 --- #SBIB:35H201 --- #SBIB:35H100 --- #SBIB:041.IO --- Administrative agencies --- Agencies, Administrative --- Executive agencies --- Government agencies --- Regulatory agencies --- Administrative law --- Public administration --- Administrative advisory bodies --- Advisory bodies, Executive --- Commissions of the federal government --- Government advisory boards --- Advisory boards --- Overheidsmanagement: algemene werken --- Overheidsmanagement: technieken --- Bestuurlijke organisatie: algemene werken --- Law and legislation --- United States --- #SBIB:35H200 --- Social Sciences --- Political Science
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A guide to how the European Union really works, in which 12 policy sectors are analysed by some of the leading EU scholars in the world. It considers how policy is made at the EU level, who is involved, which are the key institutions, and if they are pro-integration.
Political planning --- Executive advisory bodies --- Public administration --- European Union. --- European Union countries --- Politics and government. --- Administration, Public --- Delivery of government services --- Government services, Delivery of --- Public management --- Public sector management --- Political science --- Administrative law --- Decentralization in government --- Local government --- Public officers --- Administrative advisory bodies --- Advisory bodies, Executive --- Commissions of the federal government --- Government advisory boards --- Administrative agencies --- Advisory boards --- E.U.
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