Frédéric Varone

Bio: Frédéric Varone is an academic researcher from University of Geneva. The author has contributed to research in topics: Public policy & Public service motivation. The author has an hindex of 31, co-authored 193 publications receiving 4152 citations. Previous affiliations of Frédéric Varone include Université catholique de Louvain & Université de Montréal.

The Public Policy Process

Abstract: The Public Policy Process is essential reading for anyone trying to understand the process by which public policy is made. Explaining clearly the importance of the relationship between theoretical and practical aspects of policy making, the book gives a thorough overview of the people and organisations involved in the process. Fully revised and updated for a seventh edition, The Public Policy Process provides: • Clear exploration, using many illustrations, of how policy is made and implemented. • A new chapter on comparative theory and methods. • New material on studying advocacy coalitions, policy changes, governance and evaluation. • More European and international examples

The shadow of hierarchy and new modes of governance: sectoral governance and democratic government

Abstract: This special issue about sectoral governance in the shadow of hierarchy focuses on two sets of questions. Firstly, do new modes of sectoral governance in themselves contribute to the efficacy of policymaking or do they require the shadow of hierarchy, i.e. legislative and executive decisions, in order to deal effectively with the problems they are supposed to solve? And, secondly, what are the institutional links between sectoral governance and territorially bounded democratic governments? How do different links contribute to the efficacy of policymaking and how do they change over time? Is there a retreat of government from policymaking and a corresponding increase of sectoral governance, or just the opposite?

A General Empirical Law of Public Budgets: A Comparative Analysis

Abstract: Weexamineregularitiesand differencesinpublicbudgetingincomparativeperspective. Budgetsquantifycollectivepolitical decisions made in response to incoming information, the preferences of decision makers, and the institutions that structure how decisions are made. We first establish that the distribution of budget changes in many western democracies follows a non-Gaussian distribution, the power function. This implies that budget changes are highly incremental yet occasionally are punctuated by large budget changes. This pattern holds regardless of the type of political system—parliamentary or presidential—and for level of government. By studying the power function’s exponents we find systematic differences for

Treating Policy Brokers Seriously: Evidence from the Climate Policy

Abstract: The advocacy coalition framework (ACF) pays special attention to ‘‘so-called’’ policy brokers when explaining policy change. However, this prominent policy approach neither clearly defines who the policy brokers are nor identifies under which institutional rules they have an influence on policy processes and outputs. This article thus formulates two theoretical hypotheses that complement the ACF and then proceeds to undertake the first empirical testing of these hypotheses within the Swiss climate policy (1990–2008). The empirical results show that, in the case under investigation, the strategic interest-based behavior of two policy brokers (i.e., one public administration and one political party), as well as two institutionalized veto points (i.e., optional referendum and parliamentary committee), are crucial factors explaining policy brokers’ influence on policy process and change.

Bowling alone: The collapse and revival of American community

Abstract: The present historical moment may seem a particularly inopportune time to review Bowling Alone, Robert Putnam's latest exploration of civic decline in America. After all, the outpouring of volunteerism, solidarity, patriotism, and self-sacrifice displayed by Americans in the wake of the September 11 terrorist attacks appears to fly in the face of Putnam's central argument: that \"social capital\" -defined as \"social networks and the norms of reciprocity and trustworthiness that arise from them\" (p. 19)'has declined to dangerously low levels in America over the last three decades. However, Putnam is not fazed in the least by the recent effusion of solidarity. Quite the contrary, he sees in it the potential to \"reverse what has been a 30to 40-year steady decline in most measures of connectedness or community.\"' As an example of how the current \"war on terrorism\" could generate a durable civic renewal, Putnam points to the burst in civic practices that occurred during and after World War II, which he says \"permanently marked\" the generation that lived through it and had a \"terrific effect on American public life over the last half-century.\" 3 If Americans can follow this example and channel their current civic

기독교 사역과 Leadership

Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

The Human Side of Enterprise.

Abstract: \"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.