| 000 -LEADER |
|---|
| fixed length control field |
02398naa a2200181uu 4500 |
| 001 - CONTROL NUMBER |
|---|
| control field |
11520 |
| 003 - CONTROL NUMBER IDENTIFIER |
|---|
| control field |
OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
|---|
| control field |
20240226172618.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
|---|
| fixed length control field |
030225s2006 xx ||||gr |0|| 0 eng d |
| 999 ## - SYSTEM CONTROL NUMBERS (KOHA) |
|---|
| Koha Dewey Subclass [OBSOLETE] |
PHL2MARC21 1.1 |
| 041 ## - LANGUAGE CODE |
|---|
| Language code of text/sound track or separate title |
eng |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
|---|
| 9 (RLIN) |
8711 |
| Personal name |
Radin, Beryl A. |
| 245 10 - TITLE STATEMENT |
|---|
| Title |
The government performance and results act the tradition of federal management reform - square pegs in round holes? |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
|---|
| Date of publication, distribution, etc. |
jan. 2000 |
| 520 3# - SUMMARY, ETC. |
|---|
| Summary, etc. |
The argument of this is that GPRA - like a number of earlier federal management reforms efforts - does not fit easily into the institutional structures, functions, and political realities fo the American system. Despite the array of management reform efforts over the years, couched in different guises and forms, few attempts to deal with management have resulted in significant change. This is not to say that there have been no achievements from the range of reform efforts. But GPRA repeats the tendency of the architects of management reform to focus on what have turned out to be fairly ineffective approaches. The time and energy tha thave been expended in this process have resulted in significant opportunity costs in the federal government. This article emphasizes the major weaknesses of GPRA. It is a prime example of the difficulty of dealing with federal management as a government-wide strategy and set of generic activities and requirements. The public administration community has focused on a set of institutions and processes that do not really touch the core of the nation's decision-making processes. These reforms operate largely as rhetorical positions or arguments without the ability to influence substantive policy and budgetary processes. Three attributes are a part of the American decision-making process: the structures of fragmented decision making in the United States; the structures of fragmented decision making in the United States; the imperatives of several decision making functions (particularly the differences between budgeting, management, and planning); and the dynamics of politics and policy making in the American political system. I examine how GPRA has operated within these constraints and the difficulty of fittings the GPRA into them |
| 773 08 - HOST ITEM ENTRY |
|---|
| Title |
Journal of Public Administration Research and Theory |
| Related parts |
10, 1, p. 111-135 |
| Place, publisher, and date of publication |
, jan. 2000 |
| Record control number |
|
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
|---|
| Koha item type |
Periódico |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) |
|---|
| -- |
20030225 |
| Operator's initials, OID (RLIN) |
Lucima |
| Cataloger's initials, CIN (RLIN) |
Lucimara |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) |
|---|
| -- |
20060210 |
| Operator's initials, OID (RLIN) |
0954^b |
| Cataloger's initials, CIN (RLIN) |
Quiteria |
