LEADER 01272nam0-22003491i-450- 001 990004710380403321 005 20120315130113.0 035 $a000471038 035 $aFED01000471038 035 $a(Aleph)000471038FED01 035 $a000471038 100 $a19990604g19739999km-y0itay50------ba 101 0 $aita 105 $af-------00--- 200 1 $aLettere di Giacomo Lumbroso a Mommsen, Pitre', Breccia$e(1869-1925). Con l'aggiunta di alcune lettere di Alberto Lumbroso al Pitrč (1885-1916)$fa cura di Matizia Maroni Lumbroso$gpref. di Alberto maria Ghisalberti 210 $aFirenze$cOlschki editore$d1973. 215 $a227 p., 1 p. di tav.$d25 cm 700 1$aLumbroso,$bGiacomo$f<1844-1925>$0187748 702 1$aBesso,$bMarco 702 1$aBreccia,$bEvaristo$f<1876-1976> 702 1$aGhisalberti,$bAlberto Maria$f<1894-1986> 702 1$aLumbroso,$bAlberto$f<1872-1942> 702 1$aLumbroso,$bMatizia Maroni 702 1$aMommsen,$bTheodor$f<1817-1903> 702 1$aPitrč,$bGiuseppe$f<1841-1916> 801 0$aIT$bUNINA$gRICA$2UNIMARC 901 $aBK 912 $a990004710380403321 952 $aFCL 2368 (5)$bIfcl.1259$fFLFBC 959 $aFLFBC 996 $aLettere di Giacomo Lumbroso a Mommsen, Pitre, Breccia$9141948 997 $aUNINA LEADER 03226oam 2200673I 450 001 9910785383103321 005 20200520144314.0 010 $a1-136-89988-X 010 $a1-136-89989-8 010 $a1-282-89849-3 010 $a9786612898495 010 $a0-203-84160-3 024 7 $a10.4324/9780203841600 035 $a(CKB)2670000000052513 035 $a(EBL)592909 035 $a(OCoLC)680017924 035 $a(SSID)ssj0000426439 035 $a(PQKBManifestationID)11294782 035 $a(PQKBTitleCode)TC0000426439 035 $a(PQKBWorkID)10372889 035 $a(PQKB)11049586 035 $a(Au-PeEL)EBL592909 035 $a(CaPaEBR)ebr10428039 035 $a(CaONFJC)MIL289849 035 $a(MiAaPQ)EBC592909 035 $a(PPN)19845046X 035 $a(EXLCZ)992670000000052513 100 $a20180706d2011 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aPublic management and complexity theory $ericher decision-making in public services /$fby Mary Lee Rhodes. [et al.] 205 $aFirst edition. 210 1$aNew York :$cRoutledge,$d2011. 215 $a1 online resource (250 p.) 225 1 $aRoutledge critical studies in public management ;$v6 300 $aDescription based upon print version of record. 311 $a0-415-65402-5 311 $a0-415-45753-X 320 $aIncludes bibliographical references and index. 327 $aBook Cover; Title; Copyright; Contents; Figures; Tables; Abbreviations and Acronyms; Acknowledgements; Introduction: The Case for CAS; 1 Setting the Stage for a CAS Analysis; 2 Urban Regeneration in Ireland; 3 Healthcare Information Systems in Ireland; 4 Advancing the Case for Complex Adaptive Systems in Public Administration; 5 The Impact of Boundaries: Identity, Community and Place; 6 Vision and the Dynamics of Change; 7 The Role and Effect of the Private Sector; 8 Core and Locale: The Tension Between the GoverningIntent and the Implementing Outcome; 9 In Conclusion; Notes; Bibliography 327 $aIndex 330 $aThat public services exhibit unpredictability, novelty and, on occasion, chaos, is an observation with which even a casual observer would agree. Existing theoretical frameworks in public management fail to address these features, relying more heavily on attempts to eliminate unpredictability through increased reliance on measurable performance objectives, improved financial and human resource management techniques, decentralisation of authority and accountability and resolving principal-agent behaviour pathologies. Essentially, these are all attempts to improve the 'steering' capacity of p 410 0$aRoutledge critical studies in public management ;$v6. 606 $aPublic administration$zIreland$vCase studies 606 $aCivil service$zIreland$vCase studies 615 0$aPublic administration 615 0$aCivil service 676 $a352.3/3 701 $aRhodes$b Mary Lee$01466464 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910785383103321 996 $aPublic management and complexity theory$93676954 997 $aUNINA