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The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

There is a growing interest in research focusing on performance management practices in the public sector, but research is still limited with regards to public primary healthcare services (PHSs), which play an important role in national healthcare systems. These organisations are frequently criticised for alleged poor performance management practices and misuse of resources, though such claims are not always substantiated. The purpose of this study is to examine performance management practices in public PHSs.

Three case studies of PHSs organisations were conducted resulting in interview material and archival data. Otley's performance management framework was used to examine the data.

It is found that the performance management systems of the studied PHSs were disjoint and lacked consistency and coherence. Lack of direction and motivational were key issues in PHSs. Furthermore, the observations indicate that vertical controls between PHSs and parent organisation were weak and accountability poor.

Generalisability of findings and social desirability bias are the important limitations. A key research implication is that the conceptual framework adopted can be meaningfully used to generate insights into performance management issues in public sector healthcare organisations.

The study highlights the implications of the poor design and use of performance management systems and highlights areas for improvement in the organisations studied, and potentially across the sector.

This study is the first to draw upon Otley's performance management framework to examine performance management practices in PHSs and to demonstrate its usefulness in this context.

Examines Secretary of War Elihu Root’s 1903 reorganization of the US Army. Prior to Root, the Army suffered major organizational problems, including no central authority and an ambiguous chain‐of‐command. Post‐Civil War antimilitary sentiment had left the Army poorly funded, undermanned and barely capable of waging war on the Indians. In 1898, the ineptly fought Spanish‐American War highlighted Army deficiencies. Root’s modernization created the Chief of Staff, a senior general who reported to the Secretary of War, controlled the previously independent bureaus, prepared war plans and coordinated military activities with the Navy. Root also increased Army manpower and funding, reformed state militia into what is now the National Guard, and overhauled military training. Root laid the foundation for the complex defense management of the present day. His doctrine of civilian supremacy and concept of clear command relationships are as sound now as in 1903.

Many relationships between politicians and bureaucrats are based on an energy‐equilibrium model where the politicians provide energy and the bureaucrats, equilibrium. According to this model, conflicts occur when one partner does not adequately fulfill his or her expected role. This model may be fruitfully used to study the relationship between the politician, the career bureaucrat, and the political appointee. The division of roles among this “ménage à trois” is particularly difficult and often generates tension. The situation is most prone to conflict when the government is in a period of change. At such times, the newly elected politicians have a tendency to mistrust the established bureaucracy and to depend almost exclusively on their political appointees. The dysfunctions induced by this phenomenon, in regard to the capacity of the bureaucracy to adequately fulfill its equilibrium role, are very clearly illustrated by the Canadian political transition of 1984, when the federal government was handed over to the Progressive Conservative Party. A series of interviews with ministers, senior civil servants, and senior policy advisors, all of whom had ringside seats to this transition, shows how the extensive power granted to ministerial offices aggravated the difficulties usually associated with a period of transition. This particular transition illustrates how important it is for the newly elected to ensure that their partisan policy advisors play their roles without getting in the way of the indispensable cooperation which must be established between ministers and senior civil servants.

The conclusion of the Cold War rivalry between the United States and former Soviet Union in the late 1980s and early 1990s created new areas of opportunity and concern for U.S. national security policy. No longer menaced by the threat of nuclear war from Soviet military might, the United States emerged from the Cold War as the world's preeminent military power. Successful developments such as this often produce elation in the pronouncements of U.S. officials as a recent Clinton administration declaration demonstrates:

The Role of the Administrator In looking at the role of the administrator, it is first necessary to look briefly at some of the recent trends in administration, particularly hospital administration. The most significant development affecting the administrative process is the increased size and complexity of the hospital organisation and the bureaucratisation of all sectors of modern industrial society. Related to these developments are such other changes as the advances in science and technology with increased specialisation, extended lines of communication, and new language, related to growth and specialisation. In addition, the presence of unions, the progress in transporting methods, and finally, new discoveries and innovations in science and technology resulting in new material, plus new techniques and equipment to improve functions, have all had their impact on the process.

THE English summer such as it was is over. Librarians or, any way, their assistants have returned from Spain, Yugoslavia and Majorca, and soon the Autumn onslaught will begin. An onslaught will be expected and will probably happen, but it is surprising how casually the rise in issues during the winter is expected rather in the same way that the swallows will leave.

The EU harmonisation has created changes in the military's formal and informal influence in the directions of decreased formal and informal military influence in civilian politics. The EU reforms have created changes in the mindset of the citizens, by creating changes in the security culture of the citizens and in the civil-military related political culture. The desired level of alignment has not been reached. Therefore, the study examines the areas where further alignment is required. Moving from Rebecca L. Schiff's concordance theory, the article examines the relationship between the Turkish military, the civilian politics and the society before and after the EU harmonisation process. It examines the effects of the EU harmonisation process on the changes in the civil-military balance of power, and on the related security culture and political values. The analysis focuses on: (i) increased civilian control and consequent changes in the policy of accountability; (ii) transparency building in the defence sector; (iii) parliamentary oversight; and (iv) the change in the political culture related to the civil-military issues. It also investigates the extent the EU harmonisation has achieved in building democratic civil-military relations in order to align with the EU standards.

The purpose of the article is to assess the effectiveness, compliance, adoption and lessons learnt from the pilot implementation of a data integration solution between an acute care hospital information system (HIS) and a long-term care (LTC) home electronic medical record through a case report.

Utilization statistics of the data integration solution were captured at one-month post implementation and again one year later for both the emergency department (ED) and LTC home. Clinician feedback from surveys and structured interviews was obtained from ED physicians and a multidisciplinary LTC group.

The authors successfully exchanged health information between a HIS and the electronic medical record (EMR) of an LTC facility in Canada. Perceived time savings were acknowledged by ED physicians, and actual time savings as high as 45 min were reported by LTC staff when completing medication reconciliation. Barriers to adoption included awareness, training efficacy and delivery models, workflow integration within existing practice and the limited number of facilities participating in the pilot. Future direction includes broader staff involvement, expanding the number of sites and re-evaluating impacts.

A data integration solution to exchange clinical information can make patient transfers more efficient, reduce data transcription errors, and improve the visibility of essential patient information across the continuum of care.

Although there has been a large effort to integrate health data across care levels in the United States and internationally, the groundwork for such integrations between interoperable systems has only just begun in Canada. The implementation of the integration between an enterprise LTC electronic medical record system and an HIS described herein is the first of its kind in Canada. Benefits and lessons learnt from this pilot will be useful for further hospital-to-LTC home interoperability work.

Political management is about getting things done in campaigns, parties and government. Political organizations can use management concepts such as strategic planning, human resources and organizational design to help them achieve their goals. Research into specifically how management is used by political practitioners – political staffers and politicians – in government is limited. This study aims to fill that gap.

The authors review the limited literature on political management, outline interview methodology, results and conclude with overall lessons drawn out using the qualitative data analysis software NVivo.

This study identifies the aspects of political management that political practitioners saw as the most important, the difference between managing in business and politics, and why.

This study provides suggestions for what future empirical research should focus on, noting a focus on informal behavior that relate to people and power that are not seen from outside the organization.

The perspectives of high-level practitioners help give a view to what political management really is.