农村人居环境优化系统研究

新农村建设的最终目标在于优化农村人居环境,改善农民生活质量,统筹城乡发展,实现城乡和谐社会.新农村建设是一个系统的工程,文章针对我国目前新农村建设的一些现状和出现的问题,对村镇人居环境的内涵的界定、优化原则进行了分析,并运用系统优化的思想,以县或乡镇为基本地域单元,提出了一套农村人居环境优化系统.农村人居环境优化系统包括安全格局子系统优化、村镇规划、社会经济子系统优化、基础设施子系统优化、环境卫生子系统优化、公共服务设施子系统优化六个方面,通过安全格局网络图的编制和优化指标的达标验收,实现农村人居环境的优化,构建城乡和谐社会.     

浦东新区迁入人口的分异

浦东新区的极化开发形成了区际迁移和省际迁移两股人口迁入流.由于来源地不同,他们在年龄、受教育程度、行职业、收入和居住等方面形成了分异现象,与此同时,也产生了社区重构、社会极化和社会矛盾等问题.劳动力市场分层响应和城市生态位势空间响应是迁入人口分异的主要响应机理.迁入人口的分异问题会影响浦东新区的社会稳定和发展,因此,必须引起足够重视.     

Informal Sector and Manufacturing Location: In Search of the Missing Links

Abstract

Although the informal sector is very large and unevenly distributed within developing countries, its relative size and location have not been investigated from the perspective of location models. This paper builds a modified Core–Periphery model where formal and informal firms compete in consumer markets. The model suggests that in a peripheral region, where informal goods constitute a competitive alternative to formal goods, a larger critical mass of workers is needed for the formal sector to become profitable. Informal sector competitiveness, however, also increases formal firms' sensitivity to home market effects. Thus, indirectly, a competitive informal sector can foster formal manufacturing agglomeration.

RÉSUMÉ Bien que le secteur informel soit très étendu et distribué de façon irrégulière dans les pays en voie de développement, son envergure et sa distribution relatives n'ont fait l'objet d'aucune étude sur le plan de modèles de localisation. La présente communication crée un modèle « centre–périphérie » modifié, dans lequel des entreprises officielles et non officielles rivalisent sur des marchés de consommation. D'après ce modèle, dans une zone périphérique où les produits informels constituent une alternative à des produits officiels, une masse critique de travailleurs plus importante est nécessaire afin que le secteur officiel devienne rentable. Toutefois, la compétitivité du secteur informel accro??t également la sensibilité des entreprises officielles à des effets sur le marché interne. En conséquence, un secteur informel compétitif peut, indirectement, encourager une agglomération de fabrication officielle.

EXTRACTO Aunque el sector informal es muy amplio y está irregularmente distribuido dentro de los países en desarrollo, su tamaño relativo y localización no se han investigado desde la perspectiva de modelos de localización. Este estudio construye un modelo modificado de centro–periferia donde empresas formales e informales compiten en mercados de consumo. El modelo sugiere que, en una región periférica donde las mercancías informales constituyen una alternativa competitiva a las mercancías formales, el sector formal necesita una mayor masa crítica de trabajadores para ser rentable. No obstante, la competitividad del sector informal también aumenta la sensibilidad de las empresas formales a los efectos del mercado doméstico. Por lo tanto, indirectamente, un sector informal competitivo puede fomentar la aglomeración de la industria manufacturera formal.

     

Book Review

Following review of definitions of New Public Management (NPM), the paper assesses whether Canada has adopted the NPM, organized by Kernaghan and Charih's (1997) categories and using Loeffler's (1997) definition. Canada has reorganized the machinery of government, changed management methods and reduced the federal public sector substantially. Despite high debt, Canada's federal government reduced its expenditures and/or public service as much or more than the UK and New Zealand. Its expenditures as a proportion of GDP are now similar to those of the UK and New Zealand, the major proponents of NPM.     

Theorizing the organization and management of non-governmental development organizations

This article uses a case study of public recruitment in Nepal as the vehicle for a discussion of the value of three current public management models: an anticorruption model, a psychometric selection model and the new public management (NPM) model. The political context of Nepal and the role and functions of the Public Service Commission (PSC) are described. The article argues that, in contrast to current NPM doctrine, preserving the current remit of the PSC as a central agency responsible for recruitment is necessary to preserve the integrity of recruitment, which is an important element in an anticorruption strategy. The article also reviews the case for selective introduction of psychometric methods of selection. The article implies an increased importance for public recruitment in development thinking, and argues for the vital role of Service Commissions in limiting corruption. While recognizing the reality of the problems which the NPM model was developed to tackle, the article provides evidence for rejecting its claim to universality.     

NPM merger mania Lessons from an early case

A central doctrine of NPM requires the adoption of commercial management techniques to address the espoused goals of saving money and improving collaboration and service co-ordination. This article examines the evidence base for NPM mergers and uses study data to explain how two ingrained features of professional work helped to produce unintended outcomes at an early UK case involving a specialist mental health provider and an acute trust. The emergence of a de facto mental health trust within the merged entity arose from senior professionals' capacity to ‘buffer’ the work of colleagues from the rationalizing spectre of the merger. The persistence of ‘loosely coupled’ practices and structures restricted improvements in collaboration and service co-ordination. It is argued that these two enduring characteristics of professional organization will shape the outcomes of future NPM mergers in mental health care e.g. the creation of social care trusts and mental health ‘super-trusts’) and in other fields such as higher education.     

The new public management and the UK Police Service

This article explores the impact of the introduction of the New Public Management (NPM) within the UK Police Service since the mid-1990s. A specific focus upon individual performance management (one of the central features of NPM) is examined from the perspective of the police sergeant who has primary responsibility for managing performance and ultimately the delivery of policing services within one of the UK's ‘essential’ public services. After a discussion of the literature on individual performance management within the context of the NPM, the article identifies four major research questions relating to: the job role demands of performance management; access to valid and reliable performance management information; the capacity to provide follow-up development and support; and the wider integration of performance management with organization strategy and service objectives. After reporting on interview data collected from role sets in which the sergeant is a focal member, the article concludes with a discussion of the constraints upon effective performance management within the NPM.     

National Health Service Boards of Directors and Governance Models

Abstract

This article reports the findings of a year-long research project focused on the activity of boards of directors of twenty-two trusts from the British National Health Service (NHS). The evidence gathered through the use of semi-structured interviews, focus groups, workshops, feedback questionnaires and document analysis indicates that the behavioural dynamics of boards, affected by the dominance of the expert model, act as antecedents of their statutory functions and the implementation of different governance models. Only a portion of the boards involved has effectively incorporated in its modus operandi post-New Public Management (post-NPM) principles of governance.     

Resource Allocation in Higher Education in The Context of New Public Management

Abstract

The public administration framework New Public Management (NPM) has been applied to higher education systems in many western countries. The literature on these reforms reports on some positive effects but many critical voices can also be found. Even though NPM as a narrative unifies principles and measures under one roof, a detailed analysis shows that NPM principles fit differently for different tasks. Using a contingency approach, we show that, within the NPM narrative, two different higher education funding approaches exist, namely high-tech versus high-touch. Our study confirms the theoretical proposition that high-touch approaches match better with higher education domains. The use of contingency theory to classify NPM measures thus might be a promising way to further advance NPM theory and its practical application to topics as controversial as academic funding.