000			02071naa a2200181uu 4500
001			0060215431537
003			OSt
005			20190211172353.0
008			100602s1997 xx ||||gr |0|| 0 eng d
100	1		_aGREENWOOD, Justin _940838
245	1	0	_aThe succession of policy termination
260			_aNew York : _bMarcel Dekker, _c1997
520	3		_aDespite the cessation of a variety of governmental organisations, policies and programmes in the UK throughout the 1980s and 1990s, the termination concept which emerged during the late 1970s remains heavily under utilised. This is attributed partly to the effects of the same incremental practices which termination was designed to solve; partly to the difficulties of distinguishing the categories of 'termination' from 'succession' ; and partly to Kaufman's assertion that organisational survival was a matter of chance, and therefore not fruitful to study. Academic interest in governmental cessations remains firmly rooted in the termination of organisations; much less attention has been paid to the ending of policies and programmes. Management science research can be used to challenge assertions about the lack of pattern in organisational survival, and the way in which political science has operationalised the concept of incerementalist, suggesting the applicability of semi rationalist techniques in an incrementalist world. Using a hierarchical reformulation of de Leon's 1978 categorisation of governmental functions, organisations, policies and programmes it is here suggested that 'termination' and 'succession' are distinct. In doing so, the aim is to demonstrate the practical utility of the termination concept, both for analysis, and for practitioners whose interest is centred on the opportunity cost savings which cessations can make available.
773	0	8	_tInternational Journal of Public Administration - IJPA _g20, 12, p. 2121-2150 _dNew York : Marcel Dekker, 1997 _xISSN 01900692 _w
942			_cS
998			_a20100602 _b1543^b _cDaiane
998			_a20100604 _b1530^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c33916 _d33916
041			_aeng