000			03248nam a22003735i 4500
001			280160
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007			cr nn 008mamaa
008			150903s2009 xxu| o |||| 0|eng d
020			_a9780387711430 _99780387711430
024	7		_a10.1007/9780387711430 _2doi
035			_avtls000332112
039		9	_a201509030216 _bVLOAD _c201404122027 _dVLOAD _c201404091756 _dVLOAD _y201402041021 _zstaff
040			_aMX-SnUAN _bspa _cMX-SnUAN _erda
050		4	_aHM401-1281
100	1		_aRogers, David. _eautor _956660
245	1	0	_aMayoral Control of the New York City Schools / _cby David Rogers.
264		1	_aBoston, MA : _bSpringer US, _c2009.
300			_brecurso en línea.
336			_atexto _btxt _2rdacontent
337			_acomputadora _bc _2rdamedia
338			_arecurso en línea _bcr _2rdacarrier
347			_aarchivo de texto _bPDF _2rda
490	0		_aSpringer Studies in Work and Industry
500			_aSpringer eBooks
505	0		_aWhy Past Reforms Have Not Worked -- Historical Context 1: Cycles of Centralization and Decentralization -- Historical Context 2: Mayoral Governance as an Emerging National Movement -- Analytical Context: A Framework for Assessing Mayoral Governance in New York -- Bloomberg's Emerging Engagement in the New Your City Schools -- Style and Directions of the Transformation -- Structural Components -- Implementation Problems -- Lessons for Mayoral Governance: Critical Issues for the Future.
520			_aThe New York City public school system has fundamentally changed its governance four times during the past forty years. It moved in 1970 from a highly centralized bureaucracy to a more community-based decentralized system, both of which were independent of the mayor. In 2002 under mayoral control, the system again centralized and then in 2007 decentralized. In each instance, New York has been an example (for good and bad) that many other large cities follow. The author of this timely work presents an analysis of the political and organizational dynamics of Mayor Bloomberg’s and Chancellor Klein’s new mode of governance and of how their management style has shaped its design and implementation. The focus is the first phase of mayoral control (2003 until the fall of 2007). The book provides a unique opportunity to assess mayoral control of the largest public school system in the United States, and the results have ramifications for other large cities that have instituted mayoral control or are exploring the idea. The stimulus for the change to mayoral control comes from big city mayors, business leaders, state and city appointed and elected officials, concerned about how the schools have contributed to the U.S. economy’s declining global competitiveness and social and economic problems of inner cities.
590			_aPara consulta fuera de la UANL se requiere clave de acceso remoto.
710	2		_aSpringerLink (Servicio en línea) _9299170
776	0	8	_iEdición impresa: _z9780387711416
856	4	0	_uhttp://remoto.dgb.uanl.mx/login?url=http://dx.doi.org/10.1007/978-0-387-71143-0 _zConectar a Springer E-Books (Para consulta externa se requiere previa autentificación en Biblioteca Digital UANL)
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999			_c280160 _d280160