发展中国家的普遍服务政策

该文构建非对称信息模型分析普遍服务政策问题,其中政府对企业在农村提供服务的边际成本具有非对称信息.该文对区别定价和统一定价两种情形进行了对比分析.在实施区别定价时,不完全信息将提高农村地区的资费水平,并且降低相应的网络覆盖面积;而在实施统一定价时,农村地区的定价可能降低,但却是以网络覆盖的减少为代价的.该文的政策结论是:在实施普遍服务政策时,需要综合考虑网络投资的激励和用户承受能力.     

政府间财政转移支付对发展中国家的启示

本文考察了在设计政府间财政转移支付制度中出现的一些核心问题，总结了许多国家采取的做法，并侧重于发展中国家的做法。由于国与国之间的情况和目标有差别，所以并不存在单一的、普遍适用的转移支付模式。但世界范围的经验表明，如果要提供更有效率的服务，转移支付必须这样设计：即接受转移支付的政府必须拥有清晰的授权、足够的资源以及充分的决策灵活性，并且要对结果负责。     

La Ville de Quèbec et al planification stratègique

ＬａＶｉｌｌｅｄｅＱｕ啨ｂｅｃ，ｃａｐｉｔａｌｅｄｅｌａ ｐｒｏｖｉｎｃｅｄｕｍ毢ｍｅｎｏｍ，ｅｓｔｓｉｔｕ啨ｅｄａｎｓｌ＇ｅｓｔｄｕＣａｎａｄａ，ｓｕｒｌｅｓｒｉｖｅｓｄｕｆｌｅｕｖｅＳａｉｎｔ -Ｌａｕｒｅｎｔ，ｕｎｅｄｅｓ ｇｒａｎｄｅｓｖｏｉｅｓｎａｖｉｇａｂｌｅｓｄｅｌ＇Ａｍ啨ｒｉｑｕｅｄｕＮｏｒｄ．ＢｅｒｃｅａｕｄｅｌａｃｉｖｉｌｉｓａｔｉｏｎｆｒａｎｃａｉｓｅｅｎＡｍ啨ｒｉｑｕｅ，Ｑｕ啨ｂｅｃｅｓｔｕｎｅｖｉｌｌｅｆｒａｎｃｏｐｈｏｎｅｒｅｃｏｎｎｕｅｐｏｕｒｓｏｎｅｘｃｅｌｌｅｎｔｅ…     

Antwerp, a city on the move

Afewyearsago,themunicipalorganizationofthecityofAntwerpwas,duetoitsdisastrousfinancialsituation,forcedtoreduceitsPersonnelandtoshrinkitsbudgets.Allnecessaryandpainfuloperationsresultedinalotofcommotionandunrest.Thecitymanagementfounditselfconfrontedwithanumberofexternalandinternalfactors.overtheyears,thedissatisfactionoftheAntwerpcitizenstowardstheaservice-performance"ofthemunicipalorganizationhadgrown.Ingeneral,thepublicliadanextremelynegativeimageofthemunicipalofficial.Moreover,theresultso…     

When an executive defects

The news that one of the company's senior managers is leaving comes as a complete surprise to Paul Simmonds, CEO of Kinsington Textiles, Inc. Ned Carpenter, KTI's vice president of operations for three years, writes in his resignation letter than he is leaving for a better opportunity. Simmonds soon learns that Carpenter's new job is at Daltex, one of KTI's main rivals in the intensely competitive carpet industry. Hiring Carpenter had helped Simmonds establish his reputation as a topnotch manager. Carpenter came to KTI with lots of ideas and put his enthusiasm to good use. Three years into a five-year change program, Carpenter had turned KTI's operations from one of the worst in the industry to one of the best. He also had helped develop and plan the upcoming launch of a new fiber coating--KTI's first breakthrough in years. In this fictitious case study, Simmonds, along with the company's counsel and vice president of human resources, must figure out how much and what sort of damage control they need. What are they going to tell the company's employees and the media? Should they immediately replace Carpenter with John Brady, the second-in-command of operations? What if Carpenter is taking KTI employees--and strategic information--with him to Daltex? Should Simmonds ask all his managers to sign noncompete agreements-something Carpenter was never asked to do? Should KTI sue Carpenter? Five experts offer advice about communicating with KTI's employees, the media, and Carpenter himself, and about protecting the company's confidential information.     

Adjusting to not being "on top": making effective use of transitions

In today's health care environment, it is possible even for the successful health care manager to be fired or demoted. To ensure continued success, the manager must view a termination or demotion as a normal transition of life and find ways to "move on". Given today's volatile environment, anticipatory planning for job loss or job change, which includes attention to continued professional training, visioning changes in health care, and maintaining strong professional contacts, is an imperative.