Abstracts » Government

Phases Recognition and Management of Financial Crisis in Public Organizations

Article Abstract:

A model of the way public organizations deal with financial crisis is featured. Certain cutback management options are included in the model. A methodology for measuring the severity of financial problems is promulgated. Program reduction, termination costs and benefits, organizational planning, evaluation and decision participation, decision-making centralization and public sector marketing improvements are addressed in this model. Findings indicate that there should be improvements made in public sector marketing and bureaucratic management of financial crises. Bureaucratic rigidity must be decreased to allow greater adaptability to environmental change and social conditions, or bureaucratic organizations may have decreased survival chances. A schedule for crisis resolution is included.

Analysis, Management, Environmental aspects, Financial markets, Public sector

---

Coping with revenue and expenditure constraints in the provincial government context

Article Abstract:

Canadian provincial restraint management strategies are compared, revealing significantly different budget responses to conditions of financial stress. Integration of expenditure control technique into formal budgeting is described, as well as how much control is achieved. The experience of selected provinces is described for: employment policy; decision authority and participation; program evaluation and marketing; the role of political ideology. All provinces analyzed show the ability to implement general revenue reductions, with emphasis on holding down employee salary increases, limiting or reducing the growth of public sector employment, and limiting or eliminating provincial government programs.

General government, not elsewhere classified, Laws, regulations and rules, Expenditures, Public, Public expenditures, Public employees, Government employees, Cost control

---

Financial restraint management and budget control in Canadian provincial governments

Article Abstract:

The approaches used by Nova Scotia, British Columbia, Saskatchewan, and Manitoba to practice financial restraint management and budget control, from 1983 to 1985, are examined. Each individual approach reflects the total context from which resource allocation decisions are drawn. The approaches of the four provinces are compared, based on: the impact of ideology in restraint management; the employment of appraisal in making restraint decisions; centralized versus participatory government control; restraint need marketing; employment policy; and general restraint management strategy.

Economic aspects, Local government, Administrative agencies, Government agencies

Some parts © 2012 Advameg, Inc.