Ridley's Prefectoral Administrative Function and the Case of Environment Canada

1991 ◽  
Vol 39 (4) ◽  
pp. 708-719
Author(s):  
M. Paul Brown
Keyword(s):  
Ideal Type ◽  
Theory And Practice ◽  
Environment Canada ◽  
Regional Director ◽  
Sliding Scale ◽  
Type Concept ◽  
Administrative Decentralization ◽  
Administrative Theory ◽  
Regional Board

This study tests the relevance of Ridley's ideal-type concept of the prefectoral administrative function in a departmental setting in Canada. It follows the pursuit of administrative decentralization within Environment Canada, a complex department which has thus far introduced three prefectoral administrative mechanisms – a Regional Board, a Regional Director and a Committee of Regional Executives – for this purpose. The sliding scale of authority which Ridley associates with the prefectoral administrative function makes eminent sense of the Environment Canada experience. The wider analytical reach of Ridley's concept of the prefectoral administrative function, and hence the greater theoretical relevance of the system in administrative theory and practice, is confirmed.

The Iterative Process of Legitimacy-Building in Hybrid Organizations

2021 ◽  
pp. 009539972110551
Author(s):  
Christian Rosser ◽  
Sabrina A. Ilgenstein ◽  
Fritz Sager
Keyword(s):  
Iterative Process ◽  
Mutual Influence ◽  
Analytical Framework ◽  
Theory And Practice ◽  
Hybrid Organizations ◽  
Moral Legitimacy ◽  
Normative Evaluation ◽  
Management Literature ◽  
Administrative Theory ◽  
Swiss Institute

Hybrid organizations face the fundamental challenge of building legitimacy. To deal with this challenge in administrative theory and practice, we apply an analytical framework following an organizational logic of legitimacy building to an exemplary case of hybridity—the Swiss Institute for Translational and Entrepreneurial Medicine. Our framework application illustrates that pragmatic legitimacy (i.e., establishing instrumental value) must be built before moral legitimacy (i.e., fostering normative evaluation) and cognitive legitimacy (i.e., creating comprehensibility), followed by an iterative process of mutual influence between the legitimacy forms. Originating in the management literature, the framework promises new insights for public administration research on hybrids.

Shifting identities

2017 ◽  
Vol 45 (5) ◽  
pp. 825-841 ◽  
Author(s):  
Denise Armstrong ◽  
Coral Mitchell
Keyword(s):  
Qualitative Study ◽  
Theory And Practice ◽  
Professional Identities ◽  
Administrative Roles ◽  
White Males ◽  
Standing Up ◽  
Intersecting Identities ◽  
Normative Expectations ◽  
Shifting Identities ◽  
Administrative Theory

This qualitative study used a critical intersectional lens to examine how two black female Canadian principals negotiated their professional identities in administrative contexts. Both principals encountered gender and race-related pressures to fit normative expectations of administrators as white males. Navigating their intersecting identities was described as a precarious balance of accommodating and asserting: this involved authoring and effacing identity, and standing up and standing tall for personal and professional values. These negotiations affected how these principals constructed their professional identities, performed their administrative roles, and achieved equity goals. Implications and recommendations for inclusive administrative theory and practice that acknowledge and value diverse professional identities are discussed.

A Re-Examination of the Ideal Type Concept

1963 ◽  
Vol 24 (3) ◽  
pp. 185 ◽  
Author(s):  
George B. Pepper
Keyword(s):  
Ideal Type ◽  
Type Concept ◽  
The Ideal

Regulating prices and profits in utility industries in low‐income economies

2005 ◽  
Vol 18 (3) ◽  
pp. 241-255 ◽  
Author(s):  
David Parker ◽  
Colin Kirkpatrick
Keyword(s):  
Low Income ◽  
Theory And Practice ◽  
Alternative Methods ◽  
Rate Of Return ◽  
Low Income Countries ◽  
Price Cap Regulation ◽  
Price Cap ◽  
Content Type ◽  
Sliding Scale ◽  
Return Regulation

PurposeThe aim of the paper is to examine alternative methods of regulating prices and/or profits of privatised utilities in low‐income countries with a view to identifying their strengths and weaknesses.Design/methodology/approachThe economics of regulation literature has favoured the use of a price cap over rate of return or cost of service regulation because of its greater incentive effects. A third alternative, sliding‐scale regulation, has been put forward as a compromise between the price cap and a controlled rate of return, which is said to combine the merits of both methods. This paper considers the operation of a price cap, rate of return regulation and sliding‐scale regulation in the context of low‐income economies by reviewing the theory in relation to the conditions likely to be found in low‐income economies.FindingsIt is concluded that the case for the use of a price cap is much reduced in low‐income economies. This is because of its information requirements, need for regulatory expertise and, more broadly, the institutional endowment found in many low‐income countries.Research limitations/implicationsIt is recognised that this conclusion is tentative and deserves further research, comparing theory and practice.Practical implicationsCountries need to consider carefully which method of regulation will work best in the context of the institutions of the country, rather than simply copy a method from the developed world.Originality/valueThis is one of the first papers to challenge the prevailing belief that price cap regulation is superior to rate of return regulation in the context of economic development.

Administrative Theory and Practice in Developing Countries: A Synthesis

1983 ◽  
Vol 28 (1) ◽  
pp. 66 ◽  
Author(s):  
Moses N. Kiggundu ◽  
Jan J. Jorgensen ◽  
Taieb Hafsi
Keyword(s):  
Developing Countries ◽  
Theory And Practice ◽  
Administrative Theory

scholarly journals An Elaboration of the Administrative Theory of the 14 Principles of Management by Henri Fayol

2018 ◽  
pp. 41-52
Author(s):  
Raymond Edwards
Keyword(s):  
Formal Education ◽  
Organizational Management ◽  
Theory And Practice ◽  
Modern Management ◽  
Administrative Theory

Fayolism was a theory of management that analyzed and synthesized the role of management in organizations, developed around 1900 by the French management theorist Henri Fayol (1841–1925). It was through Fayol's work as a philosopher of administration that he contributed most widely to the theory and practice of organizational management. Fayol developed theory of management. According to him managerial excellence is a technically ability and can be acquired. He developed theories and principles of management which are universally accepted and make him universalistic. He was pioneer of the formal education in management. Fayol’s principles of management meet the requirements of modern management.

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