The $$\mathrm {GURA_G}$$ GURA G Administrative Model for User and Group Attribute Assignment

2016 ◽  
pp. 318-332 ◽  
Author(s):  
Maanak Gupta ◽  
Ravi Sandhu
Keyword(s):  
Administrative Model

Islam, Globalization and Public Sector Governance (Islam, Globalisasi dan Pentadbiran Sektor Awam)

2019 ◽  
Vol 16 (2) ◽  
pp. 194-216
Author(s):  
SM Abdul Quddus
Keyword(s):  
Public Sector ◽  
Public Management ◽  
Common Ground ◽  
New Public Management ◽  
Human Life ◽  
Spiritual Needs ◽  
Educational Systems ◽  
Islamic Philosophy ◽  
Secondary Sources ◽  
Administrative Model

Globalization started sometime ago and is an ongoing process. It is a diverse phenomenon, which has had tremendous impact on all aspects of human life. The spread of the culture of globalization can predominantly be attributed to the usage of modern electronic media such as the internet. As Islam is a global phenomenon, it becomes apparent that its principles should be held in the esteem befitting its status and not disregarded as irrelevant. Religious people of all age categories must agree to adapt their traditions to deal with the challenges of modernity. The end goal of globalization is thus to assess and integrate common ground into the world views of Islamic versus Western values rather than provoke bi-polarization and discord. As globalization in its current iteration predominantly stems from the influences of the West, it is paramount to scrutinize the differences in the Muslim interpretation of globalization in relation to its modern incarnation, to explore its differing definitions, the fluctuating goals of the educational systems, the sidelining of local traditions and languages, factors derived from the advent of “brain-drain” from certain nations, appropriate Muslim actions in response to globalization, and finally onto the question, how public sector management should be reformed in line with the reality of globalization and Islamic philosophy of government and administration in the contemporary era? However, following the example of the Western capitalist models and excluding religious public sector reform has produced varied reactions in MMCs. Such reactions include widespread social alienation and accelerated unhappiness and promotion of restless competition rather than cooperation. All these realities raise some unavoidable questions and debates that need to be properly addressed both from theoretical and practical perspectives. A refocused attention at the philosophy of public sector governance in light of the role of religion on the globalized and technology-driven world is an important endeavor to undertake. Thus the main objective of this paper is to explore an administrative model for public sector governance that will fulfil the socio-economic, technological and spiritual needs of a society. Data for this paper is collected mainly from secondary sources i.e. content analysis. ‘Islamic administrative model’ as suggested by Al-Buraey are used as the theoretical underpinning for this study. Keywords: Globalization, Heartware and software, Islam, New Public management, Islamic administrative model. Abstrak Globalisasi telah berlaku sejak dahulu lagi dan ia adalah proses yang berlaku secara berterusan. Ia adalah fenomena yang pelbagai, yang memberi kesan besar kepada manusia dari pelbagai aspek. Penyebaran globalisasi budaya di dominasi besar oleh penggunaan media elektronik moden seperti Internet. Oleh kerana Islam adalah fenomena global, jelaslah bahawa prinsipnya harus dipegang dengan harga yang sesuai dengan statusnya dan tidak sepatutnya dianggap sebagai tidak relevan. Orang yang beragama dari setiap lapisan umur mesti mengekalkan adat mereka walaupun mendepani arus kemodenan yang mencabar. Matlamat terulung globalisasi adalah untuk menilai dan mengintegrasikan titik persamaan tentang pandangan dunia pada nilai murni Islam atau nilai murni barat dan bukannya mencetuskan polarisasi dan perpecahan. Oleh kerana globalisasi pada hari ini didominasi sepenuhnya dari pengaruh Barat, adalah sangat penting untuk meneliti perbezaan dari sudut tafsiran Muslim juga tentang globalisasi berhubung dengan penjelmaan modennya, untuk meneroka definisi yang berbeza, matlamat yang berubah-ubah dalam sistem pendidikan, mengetepikan tradisi dan bahasa tempatan, faktor-faktor yang diperoleh daripada kemunculan "keberanian otak" dari negara-negara tertentu, tindakan Islam yang sesuai sebagai tindak balas kepada globalisasi, dan akhirnya kepada persoalan, bagaimana pengurusan sektor awam perlu diperbaharui selaras dengan realiti globalisasi dan falsafah Islam kerajaan dan pentadbiran dalam era kontemporari? Walaubagaimanapun, menuruti contoh model kapitalis barat dan meminggirkan sektor awam agama telah menghasilkan pelbagai tindak balas dalam MMCs. Reaksi sedemikian merangkumi pengasingan sosial yang meluas dan meningkatkan jurang ketidakpuasan dan menggalakkan persaingan yang tidak sihat berbanding untuk kerjasama. Kesemua realiti ini menimbulkan beberapa persoalan dan perdebatan yang tidak dapat dielakkan yang perlu ditangani dengan baik dari perspektif teori dan praktikal. Penelitian semula pada falsafah tadbir urus sektor awam yang dibantu oleh peranan agama terhadap dunia global yang serba berasaskan teknologi merupakan usaha penting untuk dilaksanakan. Oleh itu objektif utama penulisan ini adalah untuk meneroka model pentadbiran untuk tadbir urus sektor awam  yang akan memenuhi sosioekonomi, teknologi dan keperluan rohani daripada masyarakat. Data dari kertas ini dah dikumpulkan terutamanya dari sumber kedua iaitu analisis kandungan. ‘Model pentadbiran Islam’ seperti yang dicadangkan ole Al-Buraey dah digunakan sebagai asas teori bagi kajian ini. Kata Kunci:  Globalisasi, perkakasan dan perisian, Islam, Pengurusan Awam Baru, Model Pentadbiran Islam.  

France

2017 ◽  
Author(s):  
Athanasios Psygkas
Keyword(s):  
Interest Groups ◽  
French Revolution ◽  
Historical Context ◽  
Administrative State ◽  
Electronic Communications ◽  
Institutional Practice ◽  
Administrative Model ◽  
Participatory Model ◽  
The Eu

This chapter presents the first country case. The French example is illuminating because the EU procedural mandates were transposed into a policymaking environment traditionally described as “statist” and suspicious toward interest groups. This pattern has its origins in the French Revolution and the “republican” perception of the state which would squarely oppose the deliberative-participatory model of chapter 1. Chapter 3 examines how the EU push for new mechanisms of public accountability has translated into institutional practice in the electronic communications sector. It situates these developments in the historical context of the evolution of the French administrative model and state-society relations. It also discusses whether these new processes may gradually give rise to a different perception of the administrative state, one that will be more open to participatory influences in all sectors of administrative policymaking.

Possibilities of the Implementation of Foreign Experience of Value Policy in the Sphere of Interethnic Relations on Russian Conditions

2018 ◽  
Vol 8 (7) ◽  
pp. 2268
Author(s):  
Yuriy G. VOLKOV ◽  
Galina S. DENISOVA ◽  
Anatoly V. LUBSKY ◽  
Alexander K. DEGTYAREV ◽  
Valeriya P. VOYTENKO
Keyword(s):  
Management Practices ◽  
National Policy ◽  
Ethnic Relations ◽  
Russian Society ◽  
National Politics ◽  
Interethnic Relations ◽  
Foreign Experience ◽  
The Us ◽  
Administrative Model

Insufficient effectiveness of the administrative model of the national policy in Russian society implies a transition to new paradigmatic grounds for management practices in the field of interethnic relations, including taking into account the possibility of the implementation of foreign experience of value policy. The article reveals the difficulties, possibilities and prospects for the implementation of the experience of politics of values in the US and FRG in Russian conditions. It is concluded that value policy allows you to get rid of the administrative syndrome in Russian society, overcome the limitations of only the legal ʽmechanismsʽ for regulating inter-ethnic relations and move on to the communicative model of national politics.

Tracking quality assurance activities: development of an administrative model

1987 ◽  
Vol 1 (3) ◽  
pp. 14-22
Author(s):  
M Angie Wieser ◽  
Maureen Hoag Dann
Keyword(s):  
Quality Assurance ◽  
Administrative Model

Security analysis of temporal RBAC under an administrative model

2014 ◽  
Vol 46 ◽  
pp. 154-172 ◽  
Author(s):  
Sadhana Jha ◽  
Shamik Sural ◽  
Jaideep Vaidya ◽  
Vijayalakshmi Atluri
Keyword(s):  
Security Analysis ◽  
Administrative Model

An administrative model for working with student teachers

1974 ◽  
Vol 10 (2) ◽  
pp. 24-26
Author(s):  
Robert C. Mills
Keyword(s):  
Student Teachers ◽  
Administrative Model

scholarly journals Doing More With Less: A Centralized Model for Fellowship Program Coordination

2017 ◽  
Vol 9 (4) ◽  
pp. 523-526 ◽  
Author(s):  
Twinkle Patel ◽  
Katharina Schwan ◽  
Sara Hoover ◽  
Allison O'Hollaren ◽  
Suria Sadat ◽  
...  
Keyword(s):  
San Francisco ◽  
Administrative Support ◽  
Program Directors ◽  
Full Time ◽  
Fellowship Program ◽  
New Model ◽  
Program Coordinators ◽  
Fellowship Programs ◽  
Administrative Model ◽  
Centralized Model

ABSTRACT Background  Pediatrics fellowship programs typically are small, embedded in divisions, and vary in their approach to education. Program coordination usually falls to division administrators who operate in silos despite common requirements across programs, creating redundancy and inefficiency. Objective  We examined the feasibility, acceptability, and impact of a centralized administrative model for pediatrics fellowship support at a large university-based institution. Methods  In 2014, administrative support for the pediatrics fellowships at the University of California, San Francisco, was restructured from a model with division-level support to a centralized model. In the new model, a team of 6 full-time administrators supports 19 fellowship programs with a total of 80 fellows. The fellowship support team consists of 3 program coordinators, a data coordinator, a human resource coordinator, a team manager, and a faculty advisor. The team meets twice a month to discuss program issues and innovative ideas. Quarterly meetings are held with all coordinators and directors to discuss changes across fellowships and foster further collaboration. We surveyed program directors to examine the acceptability of the model and assessed its impact on finances and turnover. Results  Of 19 eligible fellowship program directors, 15 (79%) completed the survey. The majority indicated that the new administrative model was “better” or “much better” than the prior model. The new model resulted in decreased costs (an estimated $250,000 per year in salary support) and lower staff turnover. Conclusions  Centralization of fellowship administration is feasible and offers substantial benefits for all stakeholders involved.

Sign in / Sign up

Export Citation Format

Share Document