A PUBLIC MANAGEMENT FOR ALL SEASONS?

Public Administration

Volumn 69, Issue 1, 1991, Pages 3-19

  HOOD, CHRISTOPHER ^a  

^a UNIVERSITY OF LONDON   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84982705844     PISSN: 00333298     EISSN: 14679299     Source Type: Journal    
DOI: 10.1111/j.1467-9299.1991.tb00779.x     Document Type: Article

References (83)

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2. Women and management in the public sector
3. Performance indicators: ‘Backseat Driving’ or ‘Hands Off’ Control
4. Bureaucrats, budgets and the growth of the state
5. The United Kingdom: paradoxes of an ungrounded statism
6. Control in a bureaucracy
7. Organizational status and performance; a conceptual framework for testing public choice theories
8. The symbolic impact of double bind leadership: double bind and the dynamics of organizational culture
9. Public administration
10. Public administration: lost an empire, not yet found a role
11. De‐Sir‐Humphrey‐fying the Westminster model of governance
12. Stabilization and cutbacks: a catastrophe for government growth theory
13. Immorality may lead to greatness: ethics in government
14. Conservative regimes and the transition to post‐Fordism
15. The apotheosis of the Department of the Prime Minister and Cabinet
16. Falsification and the methodology of scientific research programmes
17. Organizational learning
18. The fable of the keys
19. A rational theory of the size of government
20. Loquocentric society and its critics
21. The rhetorical tactics of managerialism: reflections on Michael Keating's apologia, ‘Quo Vadis’
22. Revitalising public service personnel management
23. Public expenditure growth in post‐industrial society
24. Reform of the core public sector: New Zealand experience
25. Is the grovel count rising in the bureaucracy
26. Fashions and fantasies in public administration
27. First keynote address
28. Eighth report of Session 1989–90
29. Management Strategies and Information Failure
30. Trial without error: anticipation vs. resilience as strategies for risk reduction
31. The concept of public management and the Australian state in the 1980s