000			01717naa a2200193uu 4500
001			11687
003			OSt
005			20190211155604.0
008			030307s2006 xx ||||gr |0|| 0 eng d
100	1		_aGREER, Alan _94336
245	1	0	_aContemporary governance and local public spending bodies
260			_bR.A.W. Rhodes, _c2000
520	3		_aThis paper draws on recent research conducted by the authors to examine the nature of board/executive relations in three different kinds of Local Public Spending Body (LPSB). Big variations are noted, between and within sectors, in the way in which boards organize themselves and the degree of power they have in relation to executives. In all organizations studied the executive played a crucial role both in managing day-to-day operations and in setting the organization`s strategic direction. Chief executives exercised considerable influence over the recruitment of board members and the maintenance of consensual relations between board and executive. The dilema of the voluntary board member with limited time and a lack of inside knowledge of the organization he/she is accountable for is examined. It is argued that the most effective boards contain members with a strong sense of their own legitimacy and enjoy a membership with a diverse range of interests and experiences. It is suggested that such models might combine the merits of greater democratic responsiveness and enhanced organizational effectiveness
700	1		_aHOGGETT, Paul _918369
773	0	8	_tPublic Administration: an international quarterly _g78, 3, p. 513-529 _dR.A.W. Rhodes, 2000 _w
942			_cS
998			_a20030307 _bCassio _cCassio
998			_a20060330 _b1031^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11810 _d11810
041			_aeng