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TERM PAPER

AUTHORITY

AND

PERFORMANCE

SUBMITTED TO: SUBMITTED

BY:

Ms. Malika Rani Reg no.11008469Roll no. B38

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INDEX

ACKNOWLEDGEMENT

Introduction

Objectives

Review of Literature

Methodology

Result

Conclusion

Bibliography & References

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ACKNOWLEDGMENT

First of all I would like to express my thanks to my

guide Miss. Malika (Lecturer) LOVELY PROFESSIONAL

UNIVERSITY for her guidance and cooperation

regarding research and preparation of term paper.

I would also like to extend a heartfelt gratitude

towards my faculty members who supported me

whenever I went in touch.Last but not least I would like to thank my parents my

family members and my friends. Who helped me a lot

during the course of my term paper without whose

support, completion of this task would have been

impossible.

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(AMIT

RANJAN PANDEY)

INTRODUCTION

Administration is the process of coordinating and facilitating the work of people in

organizations. People, formally and informally organise themselves as members different

organisations in a polity. Each organisation is a battle ground for different interest groups in

the society. This is mainly due to scarcity of resources and limited options available in the

environment. This leads to a situation where people are more concerned about who gets

what, when and how in an organisation; rather than the organisational purpose.

As Pfiffner and Sherwood put it, "here is where the basic values of the

organisation are involved; and here is where the struggle for control, power and authority is

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at its lowest." Therefore, it is of paramount importance to study the concepts of authority

and responsibility to understand the administrative dynamics and processes in

organisations. The modem thinking about public officials is that the ultimate control is

internal. It is a feeling of self-responsibility in a person. A study of such factors help the

students of administration to understand the public bureaucracy and its role in a democratic

state.

OBJECTIVES OF THE STUDY

Effect of authority on performance

in an organization.

Quality of production in theorganization.

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Overall performance of the

organisation

REVIEW OF LITERATURE

Acc.to Julie wulfPerformance incentives vary by decision-making authority of division managers. Fordivision managers with broader authority, i.e., those designated as corporate officers, boththe sensitivity of pay to global performance measures and the relative importance of globalto local measures are larger, relative to non-officers. There is no difference in sensitivity ofpay to local measures by officer status. These results support theories suggestingthat authority over project selection combined with incentives designed to maximize firmperformance, as well as induce effort for the division, are important in incentive design fordivision managers.

.

Acc. to Rhyns Andrew,George Boyne,Jennifer law and Richard M.walker.They tested the separate and joint effects of centralization and organizational

strategy on the performance of 53 UK public service organizations. Centralization is

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measured as both the hierarchy of authority and the degree of participation in decisionmaking, whereas strategy is measured as the extent to which service providers areprospectors, defenders, and reactors. They found that centralization has no independenteffect on service performance, even when controlling for prior performance, serviceexpenditure, and external constraints. However, the impact of centralization is contingenton the strategic orientation of organizations.

Acc. to claudrine Umashev,Roger J. Willett

A study of the implementation of the balanced scorecard in a large localgovernment authority is reported. Based on interview data, the factors that were perceivedby senior managers to be important to the success or failure of the implementation areanalysed. It is determined that scorecard measures were not effectively cascaded down tolower levels of the organization. Various inter-related problems of leadership, training,feedback, employee empowerment and weak incentive schemes combined to causecommunication difficulties which prevented the cascading problem from being effectively

addressed.

Acc. to B.rafael,Barbosa Gomes

The implementation of performance management in Brazil has faced several challenges.Brazilian bureaucracy is yet far from the requirements advocated by the performancemanagement doctrine, which calls for more focus on results and increased managerialauthority as previously implemented in countries such as Australia, New Zealand and theUnitedKingdom. The current system has a low focus on results and low managerialauthority caused by administrative restrictions over humanresources. This article analyzes

the outcome of such attempts, and gives a final recommendation on how the countryshould implement changes towards real performance management.

Acc. to B.Black ..

With the development of the modern corporation, corporate boards have been

the locus of corporate authority, and particularly since the 1980s, boards and

their performance have been under intense scrutiny. Nevertheless, corporate

law has not developed a consistent theory for what boards are supposed to do;

instead, it sends mixed messages about the functions and expectations of

boards and the appropriate people to sit on them. The HP saga illustrates some

of the dilemmas faced by directors confronted by these competing pressures.

Acc. to P.Canice,T.H.Robert

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Acc to B.George.

A conceptual framework for evaluating statutory authorities is developed. Theframework, which contains 14 dimensions of Organisational performance , isthen applied to the indicators set for local government from 1993/94 to

2001/02. The results show that the validity and comparability of the indicatorshas improved substantially over time. However, a critical weakness thatremains is the absence of indicators that link spending with service outcomes.Such indicators are essential if judgements about value for money and BestValue are to be made.

Acc to R.SURI.Markets work best when the rules of the game are stable, property rights are secure and

contracts are observed. These conditions are promoted by the rule of law in the classical

liberal sense of the supremacy of general laws over public and private authority. Devices

such as mixed government and the separation of powers are believed to be conducive tothe rule of law. However, the degree of formal separation of powers in a constitution does

not always co-relate to rule of law conditions and hence to economic performance. Hence

the speculation that the separation of powers is not a necessary condition to the rule of

law. The paper argues against such a conclusion by developing an account of the

separation of powers that focuses on its methodological thesis in addition to its better

known thesis of the diffusion of power.

Acc to K. David.Using a sample of 140 managers, he investigated the use of various metrics indetermining the periodic assessment, bonus decisions, and career paths ofbusiness performance unit managers. He showed that the weight on accountingreturn measures is associated with the authority of these managers, and wedocument that both disaggregated measures (expenses and revenues), andnon-financial measures play a greater role as interdependencies betweenbusiness units increase. The results suggest separate and distinct roles fordifferent types of performance measures. Accounting return measures areused to create the proper incentives for managers with greater accountability ,while disaggregated and non-financial measures are employed in response tointerdependencies.

Acc to C.Abdur..

Only a successful implementation of an overall reform program will enable Russian banksto provide financial intermediation and assist in the country's development from a nascentmarket economy to a mature financial system. The chances for reform are better now thanat any time during the last decade. Favorable political and economic conditions and achange in attitude among bank management have created an unusual window of

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opportunity. The paper analyzes the past performance of the Russian banking industry,evaluates the reform agenda of the monetary authority , and argues for an overall reformprogram in order to seize the available opportunit

Acc to M.u. Erasmus ,I.Mira

This article consolidates and expands on evidence on how National AIDSCommissions (NACs) in sub-Saharan Africa are measuring up to expectationsthat drove their rapid adoption across the continent. While their overallperformance seems reasonably good, most NACs still lack adequate power andincentive structures to hold line ministries accountable, a key requirement forco-ordinating activities and mainstreaming HIV-AIDS across the public sector.Second-generation African NACs urgently need authority and institutionalstature to effectively co-ordinate the channelling of the larger funds nowavailable through government bureaucracy. The evolution of the epidemic alsoimposes requirements different from those when the current NAC architecturewas crafted.

Acc to A.k.Rajesh,S.A.Andrew.Empirical research on the principal-agent model has focused almost exclusivelyon the incentives provided to chief executive officers. However, the model isalso directly relevant to the incentives provided to other top executives.Furthermore, the extent to which other executives will be provided with high-powered incentives to maximize firm profits depends critically on the othermeasures of their performance that are observable to the shareholders. Topmanagers who have important divisional responsibilities within the firm havemore precise signals of their effort than the overall performance of the firm.Consequently, the compensation of this group of executives will be less

sensitive to firm performance than will the compensation of top managers withbroad oversight authority. We find robust empirical support for this propositionusing a comprehensive panel dataset of executives at large corporations. Wealso show that the aggregate pay performance sensitivity of the topmanagement team is quite substantial. These findings are consistent with aprincipal-agent model in which shareholders optimally utilize multiple signals ofexecutive effort in determining compensation. Their results suggest that theprincipal-agent model is an appropriate characterization of the internalorganization of the firm.

ACC to J.M.Renee

.The concept of competition between the federal government and the stateswas central to the framers' vision of our constitutional structure. In the framers'view, federal-state regulatory competition ensured an alternative regime tocitizens dissatisfied with the dominant regulators performance . Recently, the

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dynamics of federalism have shifted power in the securities enforcement fieldfrom the SEC to certain state securities regulators. The states, rather than theSEC, have led enforcement efforts in the Wall Street analyst conflicts and themutual fund trading investigations. This shift in authority has promptedrenewed debate over whether a uniform national system of securitiesregulation is preferable to the current dual system. The rising profile of state

officials, and calls from certain quarters to curtail states' enforcement powers,presents a paradigm through which to assess how a dynamic federalist systemhelps to ensure optimal regulatory policies and practices.

Acc to W. JULIE..

I show that performance incentives vary by decision-making authority ofdivision managers. For division managers with broader authority , i.e., thosedesignated as corporate officers, both the sensitivity of pay to "global

performance measures and the relative importance of "global" to "local"measures are larger, relative to non-officers. There is no difference insensitivity of pay to "local" measures by officer status. These results supporttheories suggesting that authority over project selection combined withincentives designed to maximize firm performance , as well as induce effort forthe division, are important in incentive design for division managers. Consistentwith earlier findings, the evidence strongly supports one of the main predictionsof the principal-agent model, that is, a negative tradeoff between risk andincent

Acc. To A.Philipe,T.JeanReal authority is determined by the structure of information, which in turn dependson the allocation of formal authority. An increase in an agent'sreal authority promotes initiative but results in a loss of control for the principal. Thepaper analyzes the allocation of formal authority as well as some determinants ofthe subordinates' real authority: overload, lenient rules, urgency of decision,reputation, performance measurement, and multiplicity of superiors. Finally, theamount of communication in an organization is shown to depend on the allocationof formal authority.

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Research methodology

The methodology adopted in the study has been organization research which

means study of cultural effect which is prevailing inside and outside the

organization. It consisted collection of secondary data. The study is on the basis of

secondary data. I collected data from external sources during my research.

SECONDARY DATA

Secondary data are data that have been collected for another purpose and where

we will use Statistical Method with the Primary Data. It means that after performing

statistical operations on Primary Data the results become known as Secondary

Data.

Secondary data is information gathered for purposes other than the completion of aresearch project. A variety of secondary information sources is available to theresearcher gathering data on an industry, potential product applications and themarket place. Secondary data is also used to gain initial insight into the researchproblem.

SOURCES OF SECONDARY DATA

Internal data sources

Internal secondary data is usually an inexpensive information source for thecompany conducting research, and is the place to start for existing operations.Internally generated sales and pricing data can be used as a research source.

External data sources

Federal government

Provincial/state governments

General business publications

Magazine and newspaper articles

Academic publications

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Library sources

Computerized bibliographies

AUTHORITY: MEANING AND DEFINITION

Authority is the foundation of administration in public life. It is normally exercised in a

formalized structure of hierarchy in an organization. It is the legitimate power to influence

the behaviour of a person or a groups of persons.

According to Max Weber, authority is the willing and unconditional compliance of

people, resting upon their belief that it is legitimate for the superior to impose his will onthem and illegitimate for them to refuse to obey.

Henry Fayol, defined authority as the right to give orders and the power to exact

obedience. Thus, authority is the legitimate right to command or influenceothers to behave

toward the attainment of specific goals of an administrative system. In the administrativesystem, each position has specific rights that job holders acquire from the title of the

position. As Allen puts it, "authority is the sum of the powers and rights entrusted to make

possible the performance of work delegated". However, authority is not just confined to the

commands, rights and instructions of superiors in organizations.

The other equally important side of authority is obedience and acceptance. Chester

Barnard was one of the writers who had recognized the importance of obedience and

acceptance in the organizational process. According to him, "authority is the character of acommunication in a formal organization by virtue of which it is accepted by a contributor

to or member of the organization as governing or determining what he does or is not to doso far as the organization is concerned." In other words, authority is the legitimate right toguide a person's behavior in an organization subject to the condition that the person accepts

that right by showing obedience to it.

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AUTHORITY AND POWER

Authority is an inseparable part of rights inherent to a position. These rights are constant,

irrespective of the persons holding the position. In other words, authority is legitimate andpositional. Power is the capacity to influence the decision-making of an authority holder.

Power may be described as the influence to change the behaviour of a person or persons to suit the

power holder's objectives and advantages. Authority is closely related to the, ' concept of power.Administrative system and various administrative organizations and offices are involved in

exercising their powers in the government. Thus, authority may be defined as the legitimate power

of office holders in administrative organizations. Power not supported by law, constitution and

norms is illegitimate. Illegitimate power is dangerous to the society. The legitimate power or

authority is the servant of the people and it should not

become the master of the people in a democratic society. Legitimate power or authority is to be used

in public interest in a society. To safeguard the people in general from illegitimate power we haveseveral mechanisms that act as limits and controls.

RESPONSIBILITY

Responsibility is the obligation to carry out certain duties. It has an inseparable relationship with

authority. Without authority it is not possible to take up responsibility.

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An administrator, while giving authority to his subordinates should also make them responsible

for exercising authority judiciously and purposefully. Responsibility is of two kinds, viz., operating

responsibility and ultimate responsibility.

An administrator can delegate operating responsibility to his subordinates but not the ultimateresponsibility.

The ultimate responsibility can never be delegated. The three concepts of authority ,responsibility

and accountability are the integral parts of the process of administration.

Authority is the right to command, responsibility is the duty to carry out the command, and the

accountability is the term used to denote the proper discharge of thc duties in letter and spirit. A

person's responsibility is complete only when the duties are done according to the letter and spirit of

the command. According to traditional administrative theory, there is a distinction between two

forms of authority relationships, viz., line authority and staff authority .

.

Line authority denotes direct and ultimate responsibility for achieving results.

Staff authority is a supporting function in helping line authority in its endeavour.

Line authority can be equated to a superiors' authority, white staff authority can be

equated to that of the staff. Staff authority is advisory in nature.

One way of differentiating line and staff is by defining its role in the ultimateresponsibility in achieving the result

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PERFORMANCE

Performance t is the systematic process by which an agency involves its employees, as

individuals and members of a group, in improving organizational effectiveness in the

accomplishment of agency mission and goals.

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Employee performance management includes:

PLANNING work and setting expectations,

Continually monitoring performance,

Developing the capacity to perform,

Periodically rating performance in a summary fashion, and Rewarding good performance.

EXPLANATION

1 ) In an effective organization, work is planned out in advance.Planning means setting performance expectations and goals for

groups and individuals to channel their efforts toward achieving

organizational objectives. Getting employees involved in the

planning process will help them understand the goals of the

organization, what needs to be done, why it needs to be done,

and how well it should be done.

The regulatory requirements for planning employees'

performance include establishing the elements and standards of

their performance appraisal plans. Performance elements and

standards should be measurable, understandable, verifiable,

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equitable, and achievable. Through critical elements,

employees are held accountable as individuals for work

assignments or responsibilities. Employee performance plans

should be flexible so that they can be adjusted for changing

program objectives and work requirements. When used

effectively, these plans can be beneficial working documentsthat are discussed often, and not merely paperwork that is filed

in a drawer and seen only when ratings of record are required.

2 ) : In an effective organization, assignments and projects aremonitored continually. Monitoring well means consistently

measuring performance and providing ongoing feedback to

employees and work groups on their progress toward reachingtheir goals.

Regulatory requirements for monitoring performance include

conducting progress reviews with employees where their

performance is compared against their elements and standards.

Ongoing monitoring provides the opportunity to check how well

employees are meeting predetermined standards and to make

changes to unrealistic or problematic standards. And by

monitoring continually, unacceptable performance can be

identified at any time during the appraisal period and assistance

provided to address such performance rather than wait until theend of the period when summary rating levels are assigned.

3.) In an effective organization, employee developmental needs areevaluated and addressed. Developing in this instance means

increasing the capacity to perform through training, giving

assignments that introduce new skills or higher levels of

responsibility, improving work processes, or other methods.Providing employees with training and developmental

opportunities encourages good performance, strengthens job-

related skills and competencies, and helps employees keep up

with changes in the workplace, such as the introduction of new

technology.

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Carrying out the processes of performance management

provides an excellent opportunity to identify developmental

needs. During planning and monitoring of work, deficiencies in

performance become evident and can be addressed. Areas for

improving good performance also stand out, and action can be

taken to help successful employees improve even further.

4 ) . From time to time, organizations find it useful to summarizeemployee performance. This can be helpful for looking at and

comparing performance over time or among various employees.

Organizations need to know who their best performers are.

Within the context of formal performance appraisalrequirements, rating means evaluating employee or group

performance against the elements and standards in an

employee's performance plan and assigning a summary rating

of record. The rating of record is assigned according to

procedures included in the organization's appraisal program. It

is based on work performed during an entire appraisal period.

The rating of record has a bearing on various other personnel

actions, such as granting within-grade pay increases and

determining additional retention service credit in a reduction in

force.

In an effective organization, rewards are used well. Rewarding

means recognizing employees, individually and as members of

groups, for their performance and acknowledging their

contributions to the agency's mission. A basic principle of

effective management is that all behavior is controlled by its

consequences. Those consequences can and should be both

formal and informal and both positive and negative.

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Good performance is recognized without waiting for

nominations for formal awards to be solicited. Recognition is an

ongoing, natural part of day-to-day experience. A lot of the

actions that reward good performance like saying "Thank

you" don't require a specific regulatory authority.

Nonetheless, awards regulations provide a broad range offorms that more formal rewards can take, such as cash, time

off, and many nonmonetary items. The regulations also cover a

variety of contributions that can be rewarded, from suggestions

to group accomplishments.

ORGANISATION STRUCTURE

The formal arrangement of jobs within the organization is calledorganization structure.one of the structure of this is the matrix structureis matrix structure which shows the flow of authority in an organization .

Matrix structure

The matrix organization is an attempt to combine the advantages of the

pure functional structure and the product organizational structure. This form is

identically suited for companies, such as construction, that are project-

driven. The figure below shows a typical Matrix organization.

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In a matrix organization, each project manager reports directly to the

vice president and the general manager. Since each project represents a

potential profit centre, the power and authority used by the project manager

come directly from the general manager.

Information sharing is mandatory in such an organization, and several

people may be required for the same piece of work. However, in general, the

project manager has the total responsibility and accountability for the success

of the project. The functional departments, on the other hand, have functional

responsibility to maintain technical excellence on the project. Each functional

unit is headed by a department manager whose prime responsibility is to

ensure that a unified technical base is maintained and that all available

information can be exchanged for each project.

The basis for the matrix organization is an endeavor to create synergism

through shared Because key people can be shared, the project cost is

minimized

Conflicts are minimal, and those requiring hierarchical referrals are moreeasily resolved

There is a better balance between time, cost and performance

Authority and responsibility are shared

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DELEGATION OF AUTHORITY

A manager alone cannot perform all the tasks assigned to him. In order to meet thetargets, the manager should delegate authority. Delegation of Authority means division ofauthority and powers downwards to the subordinate. Delegation is about entrustingsomeone else to do parts of your job. Delegation of authority can be defined as subdivision

and sub-allocation of powers to the subordinates in order to achieve effective results.

ELEMENTS OF DELEGATION

1. Authority - in context of a business organization, authority can be defined as thepower and right of a person to use and allocate the resources efficiently, to takedecisions and to give orders so as to achieve the organizational objectives.Authority must be well- defined. All people who have the authority should knowwhat is the scope of their authority is and they shouldnt misutilize it. Authority is theright to give commands, orders and get the things done. The top level managementhas greatest authority. Authority always flows from top to bottom..

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2. Responsibility - is the duty of the person to complete the task assigned to him. Aperson who is given the responsibility should ensure that he accomplishes thetasks assigned to him. If the tasks for which he was held responsible are notcompleted, then he should not give explanations or excuses. Responsibility withoutadequate authority leads to discontent and dissatisfaction among the person.Responsibility flows from bottom to top. The middle level and lower level

management holds more responsibility. The person held responsible for a job isanswerable for it. If he performs the tasks assigned as expected, he is bound forpraises. While if he doesnt accomplish tasks assigned as expected, then also he isanswerable for that.

3. Accountability - means giving explanations for any variance in the actualperformance from the expectations set. Accountability can not be delegated. Forexample, if A is given a task with sufficient authority, and A delegates this task toB and asks him to ensure that task is done well, responsibility rest with B, butaccountability still rest with A. The top level management is most accountable.Being accountable means being innovative as the person will think beyond hisscope of job. Accountability ,in short, means being answerable for the end result.Accountability cant be escaped. It arises from responsibility.

For achieving delegation, a manager has to work in a system and has to performfollowing step

Delegation of authority is the base of superior-subordinate relationship, it involvesfollowing steps:-

1. Assignment of Duties The delegator first tries to define the task and duties tothe subordinate. He also has to define the result expected from the subordinates.Clarity of duty as well as result expected has to be the first step in delegation.

2. Granting of authority Subdivision of authority takes place when a superior

divides and shares his authority with the subordinate. It is for this reason, everysubordinate should be given enough independence to carry the task given to himby his superiors. The managers at all levels delegate authority and power which isattached to their job positions. The subdivision of powers is very important to geteffective results.

3. Creating Responsibility and Accountability The delegation process does notend once powers are granted to the subordinates. They at the same time have to

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be obligatory towards the duties assigned to them. Responsibility is said to be thefactor or obligation of an individual to carry out his duties in best of his ability as perthe directions of superior. Responsibility is very important. Therefore, it is that whichgives effectiveness to authority. At the same time, responsibility is absolute andcannot be shifted. Accountability, on the others hand, is the obligation of theindividual to carry out his duties as per the standards of performance. Therefore, it

is said that authority is delegated, responsibility is created and accountability isimposed. Accountability arises out of responsibility and responsibility arises out ofauthority. Therefore, it becomes important that with every authority position anequal and opposite responsibility should be attached.

Therefore every manager,i.e.,the delegator has to follow a system to finish up thedelegation process. Equally important is the delegatees role which means hisresponsibility and accountability is attached with the authority over to here.

DELEGATION PROCESS

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RESULTS

IF a man has been assigned certain duties to be performed,hemust also be given authority necessary for the performance ofsuch duties.since its clear on the basis of above research thatauthority is the right given to an individual to direct andinfluence his subordinates.Right or power to produce or useraw materials ,spend money,to hire and fire people,etc has to

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be delegated to individuals .it is a common saying thatauthority and responsibility go together .It is obvious thatnobody can perform duties unless he has the requisiteauthority .

In addition to it ,he must also be accountable for hisactivities performed .By accepting an assignment a subordinate ,in fact,gives himpromise to do his best in carrying out his duties.He can be heldaccountable for his results .therefore the performance ofsubordinate regardind the organizational increases

CONCLUSION

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The use of performance management in the best-practice

companies is not because it is a better technique than performance

appraisal, but because it can form one of a number of integrated

approaches to the management of performance .The appeal of

performance management in its fully realized form is that it

pervades every aspect of running the business and helps to give

purpose and meaning to those involved in achieving the

organizational success.

Delegation of authority is empowerment, and that is the main spring

of better work. Your staff will not develop unless they are given tasks

that build their abilities, experience, and confidence. They will perform

best in a structured environment in which every one is aware of

delegated duties and responsibilities and each has the necessary skills

and resources to carry out tasks efficiently. Successful leaders build high

performing and profitable organizations through effective delegation of

authority and purposive use of their knowledge, experience and insight

towards the ultimate goal of business surplus generation.

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BIBLOGRAPHY AND REFERENCES

The Need for Real Performance Management in Brazil Rafael Benevides Barbosa Gomes (May 16, 2010)

The Story of Hewlett-Packard

Barbara Black

University of Cincinnati - College of Law

University of Cincinnati Law Review, Vol. 77, p. 383, 2009University of Cincinnati Public Law Research Paper No. 09-38

National AIDS Commissions in Africa: Performance and

Emerging Challenges

Erasmus U. Morah

Joint United Nations Programme on HIV/AIDS (UNAIDS)

Mira IhalainenUNAIDS

Development Policy Review, Vol. 27, No. 2, pp. 185-214, March 2009

Challenges to Implementing

Strategic Performance Measurement Systems in Multi-

Objective Organizations: The Case of a Large Local

Government Authority

Claudine UmashevQueensland University of Technology - School of Accountancy

Roger J. WillettUniversity of Otago

Abacus, Vol. 44, No. 4, pp. 377-398, December 2008
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Authority, Risk, and Performance Incentives: Evidencefrom Division Manager Positions Inside Firms

Julie WulfHarvard Business School

Journal of Industrial Economics, Vol. 55, No. 1, pp. 169-196, March 2007

Authority, Risk, and Performance Incentives: Evidencefrom Division Manager Positions Inside Firms

Julie WulfHarvard Business School

January 2006Journal of Industrial Economics, Forthcoming

The Separations of Powers, the Rule of Law and

Economic Performance

Suri RatnapalaThe University of Queensland - T.C. Beirne School of Law

April 2006

ICER Working Paper No. 4/2006

Analysing Deprivation and Local Authority Performance:

The Implications for CPA

Rhys AndrewsCardiff University - School of City and Regional Planning

Public Money & Management, Vol. 24, No. 1, pp. 19-26, January 2004
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Banking Reform in Russia: A Window of Opportunity?

Abdur ChowdhuryUnited Nations - Economic Commission for Europe

August 2003

Concepts and Indicators of Local Authority Performance:An Evaluation of the Statutory Frameworks in England

and Wales

George BoyneCardiff University - Cardiff Business School

Public Money and Management, Vol. 22, pp. 17-24, 2002

The Effect of Code Section Knowledge on TaxResearch Performance

John A. BarrickBrigham Young University - School of Accountancy

Journal of American Taxation Assoc. (JATA), Vol. 23, No. 2, Fall 2001

Performance Incentives within Firms: the Effect ofManagerial Responsibility

Rajesh K. AggarwalUniversity of Minnesota - Twin Cities - Carlson School of Management

Andrew A. SamwickDartmouth College - Department of Economics; National Bureau of Economic Research (NBER)

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Formal and Real Authority in Organizations

Philippe AghionHarvard University - Department of Economics; Centre for Economic Policy Research (CEPR);

National Bureau of Economic Research (NBER)

Jean TiroleUniversity of Toulouse 1 - Industrial Economic Institute (IDEI); University of Toulouse 1 - Groupe de

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JOURNAL OF POLITICAL ECONOMY, Vol 105 No 1, February 1997

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