000			01573naa a2200193uu 4500
001			5082316170917
003			OSt
005			20190211160047.0
008			050823s2005 xx ||||gr |0|| 0 eng d
100	1		_aLONTI, Zsuzsanna _921535
245	1	0	_aHow Much Decentralization? : _bmanagerial autonomy in the canadian public service
260			_aThousand Oaks : _bSage Publications, _cJune 2005
520	3		_aThis article examines the extent of managerial autonomy middle managers in Canadian governments repor in financial and human resources management areas. It analyzes wheter during a period of intense government restructuring middle managers'autonomy has increased or not and whether there are any environmental ar structural factors that could explain the variation in the extent of managerial autonomy reported by them. Managers reported the most autonomy regarding quality and client consulation issues and relaively high levels of autonomy for performance management, training and development, and staffing decisions. The extent of perceived managerial autonomy was found to be statiscally significantly related to being a manager of a work unit in the periphery, managing a small unit, leadinga corporate unit, and having greater emphasis on results.
650		4	_aPublic Service; Managerial Autonomy; Canada _921536
773	0	8	_tAmerican review of Public Administration _g35, 2, p. 122-136 _dThousand Oaks : Sage Publications, June 2005 _xISSN 0275-0740 _w
942			_cS
998			_a20050823 _b1617^b _cAnaluiza
998			_a20070625 _b1256^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c13402 _d13402
041			_aeng