scholarly journals Learning from Our Mistakes: Public Management Reform and the Hope of Open Government

2020 ◽  
Vol 3 (4) ◽  
pp. 257-272
Author(s):  
Alex Ingrams ◽  
Suzanne Piotrowski ◽  
Daniel Berliner
Keyword(s):  
Public Administration ◽  
Public Management ◽  
Open Government ◽  
Policy Tools ◽  
Careful Attention ◽  
Management Reform ◽  
Specific Approach ◽  
Competing Interests ◽  
Unexpected Consequences

Abstract In public administration today, many new reform ideas mingle, offering new diagnoses of governmental problems and courses of action. But scholars have highlighted reasons why we should doubt the optimistic claims of reformists. A new set of policy tools called “open government” arrived nearly a decade ago, and scholars have not yet explained its origins or prospects as specific approach to management reform. In this article, we address this lacuna. We compare open government with three other historic reforms, and analyze how likely its ideas are to bear fruit. In so doing, we introduce a framework for evaluating risks inherent in any new reform approach. We conclude that the challenges faced by open government are both new and old, but—like all reform approaches—they result from management challenges in reconciling competing interests and values that raise tensions and can lead to unexpected consequences. We argue that these will need careful attention if the open government approach is to have any hope of succeeding.

scholarly journals The Public Management Reform in Romania

2020 ◽  
Vol 5 (1) ◽  
pp. 30-37
Author(s):  
Sergiu-Vlad Stan ◽  
◽  
Marius-Anton Stupar ◽  
Keyword(s):  
Public Administration ◽  
Public Management ◽  
Public Organizations ◽  
Administrative Reform ◽  
Public Authorities ◽  
Management Reform ◽  
The Public ◽  
Reform Strategy ◽  
Key Factor ◽  
The Eu

Romania's accession to the EU depended largely on the ability of Romanian public authorities to implement reforms among public organizations in the country. Globally, however, a successful public administration has become a key factor in determining a nation's competitive advantage. The purpose of this article is to emphasize the efforts of the Romanian public administration to submit to the process of administrative reform and as a consequence to contribute to the creation of an administrative reform strategy based on which Romanian public organizations can be reformed.

scholarly journals PERBANDINGAN REFORMASI MANAJEMEN PUBLIK INDONESIA DAN PERANCIS

2021 ◽  
Vol 5 (2) ◽  
pp. 132
Author(s):  
Nanang Haryono
Keyword(s):  
Public Administration ◽  
Public Management ◽  
Lessons Learned ◽  
Social Characteristics ◽  
Literature Study ◽  
Ruling Elite ◽  
Management Reform ◽  
Economic Elite ◽  
Good Government ◽  
Reform Model

AbstrakKajian perbandingan administrasi publik telah berkembang sejalan dengan perkembangan ilmu administrasi publik. Tujuan paper ini adalah mengetahui reformasi manajemen publik di Indonesia dikomparasikan dengan Prancis. Komparasi ini tidak mendudukkan Indonesia vis a vis dengan Prancis, namun untuk menemukan lesson learned untuk membangun Indonesia menjadi lebih baik. Metode yang digunakan adalah studi pustaka. reformasi manajemen publik di Indonesia mempertahankan banyak fitur inti dari negara neopatrimonial yang fundamental, di mana elit politik dan ekonomi yang berkuasa melakukan kontrol ketika beroperasi dalam administrasi publik Weberian.  Model reformasi negara Prancis sebagaimana negara-negara eropa kontinental berdasarkan modernisasi (Bouckaert, Pollitt, 2000). Pada negara Prancis, menganggap administrasi negara sebagai domain otonom terpisah dari masyarakat sipil '(Clark, 1998, hal. 100) dan diatur oleh aturan hukum. Berdasarkan studi komparasi reformasi manajemen publik di Indonesia dan Prancis lesson learned yang dapat penulis sampaikan adalah: a) Pelaksanaan Reformasi pada suatu negara harus memperhatikan aspek proses sosial-ekonomi, sistem politik, kebijakan elit berkuasa, dan sistem administrasi;  b) Reformasi pada negara maju maupun negara berkembang cenderung mengarah pada penciptaan good government dengan mengadopsi prinsip-prinsip NPM pada tata pemerintahan;  c) Dorongan reformasi untuk membangun good government dengan menerapkan NPM melalui paket-paket reformasi harus dibaca ulang disesuaikan dengan karakteristik sosial, budaya, politik dan kondisi masyarakat suatu negara. Kata kunci: perbandingan reformasi, manajemen publik. AbstractComparative studies of public administration have developed in line with the development of public administration science. The purpose of this paper is to find out public management reform in Indonesia compared to France. This comparison does not place Indonesia vis a vis with France, but to find lessons learned to build a better Indonesia. The method used is literature study. Indonesia's public management reforms retain many of the core features of a fundamentally neopatrimonial state, over which the ruling political and economic elite exercise control while operating within the Weberian public administration. The French state reform model as continental European countries is based on modernization (Bouckaert, Pollitt, 2000). The French state considers state administration as an autonomous domain separate from civil society' (Clark, 1998, p. 100) and governed by the rule of law. Based on a comparative study of public management reform in Indonesia and France, the lessons learned that the author can convey are: a) The implementation of reform in a country must pay attention to aspects of socio-economic processes, political systems, policies of the ruling elite, and administrative systems; b) Reforms in both developed and developing countries tend to lead to the creation of good government by adopting the principles of NPM in governance; c) The impetus for reform to build good government by implementing NPM through reform packages must be re-read in accordance with the social, cultural, political and social characteristics of a country. Keywords: comparative reform, public management

A Decision-making Model for Public Management. The Existence of a Policy Framework for Performance in Romania

2014 ◽  
Vol 4 (1) ◽  
pp. 57-74 ◽  
Author(s):  
Emanuel Răuță
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Performance Management ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Policy Framework ◽  
Reform Process ◽  
Management Reform ◽  
Management Measures

Abstract This article aims to assess the public management reform in Romania against a set of management measures that set a framework for performance in public administration. The article is looking at the bulk of reforms that were implemented in the last years and analyses the progress based against a theoretical framework made of four key elements: strategic planning – managerial planning – public policy analysis – transparency and quality of services. In its theoretical section, the article reviews the literature on performance management by highlighting its main characteristic. The case study reviews the state of affairs in Romanian public management reform, aiming to offer the reader a picture of the reform process. It tries to test the hypothesis that, for the reform process to be successful, the Governments will have to adopt a full decision-making framework of strategic planning, managerial planning, transparency and quality, based on a very clear roles and responsibilities of the key actors in the process and considering the experience and administrative background of the Romanian public administration which is a legalistic administrative tradition. A conclusion is that a performance framework is not yet functional in Romania, due to the resistance of public administration to adopt key elements of the performance reform process, to the fact that the reforms so far were only partially implemented, and in correlation with a normative and legalistic administration with limited openness for adoption of new public management elements.

scholarly journals Re-examining the Rhetoric of Public Management Reform from a Critical Management Studies Perspective

2017 ◽  
Vol 6 (2) ◽  
Author(s):  
Joshua Jebuntie Zaato
Keyword(s):  
Welfare State ◽  
Public Administration ◽  
Public Management ◽  
Public Organization ◽  
Management Reform ◽  
Adoption And Implementation ◽  
Management Literature ◽  
Critical Management ◽  
The Welfare State ◽  
Critical Management Studies

Public management reform is mostly presented as a rational, technical and objective process in public administration discourse. Driven by the neo-liberal ideological assault on the welfare state and influenced by the “private is better” mantra, it has been claimed, especially by NPM/Managerialism advocates, that there are superior ideas, concepts and models out there which are value free and have universal validity and application. It is also claimed that the adoption and implementation of these ideals can secure the goals of efficiency, efficacy and economy in public organization. Based on an analysis of the critical management literature however, this paper (1) explores the extent to which concepts such as visionary and strategic leadership, teamwork, empowerment and improved organizational culture which are integral to the NPM/Managerialist claims are value free; (2) contests and interrogates their universality of adoption and application; and (3) explores and examines the relevance and theoretical contributions of critical management studies (hereafter CMS) to NPM in particular and public management reform in general.

Staff Participation and Public Management Reform

2005 ◽  
Author(s):  
David Farnham ◽  
Annie Hondeghem ◽  
Sylvia Horton
Keyword(s):  
Public Management ◽  
Management Reform

ADMINISTRATION DECISION-MAKING UNDER THE CONDITIONS OF EMERGENCY

2018 ◽  
Vol 1 (12) ◽  
pp. 201-216
Author(s):  
Anna Valeriivna Terentieva
Keyword(s):  
Public Administration ◽  
Educational Change ◽  
School Environment ◽  
Public Management ◽  
Political Process ◽  
Implementation Process ◽  
Opportunity To Learn ◽  
Educational Process ◽  
Educational Activity ◽  
Problem Situations

The author has analyzed the problem aspects of public administration of educational change in modern Ukraine. Special frameworks of public administration of educational change in an information society have been determined. The author has analyzed the categories of the implementation process of educational change. The author has explored the key features of external environment of such activity, formed by regulatory acts for settling relations in a particular area. The author has highlighted a set of contradictions of public management of educational change and recommendations for state agencies regarding the organization of an effective process of implementation of educational change as a social and political process with an emphasis on peculiar properties of the educational change. It is determined that the updated legal and regulatory framework of the educational sector, at the same time, extends the scope of professional freedom of teaching and, hence, sets high requirements for the professionalism of teachers. The change in the focus of educational activity by innovations is declared in terms of practice, interactivity and functionality. The teacher will now create educational and training programs tailored to the needs of students and local communities, will create an open learning environment, taking into account the potential of the school and involving the partners in the educational process. However, it has been proved that the methods of active and problem-searching approach defined in the updated normative provision of education in Ukraine require appropriate conditions for the educational process. An active student becomes an active citizen; school, school environment and class become a micro-society. Like the society itself, the school environment is not devoid of conflicts or problem situations. It is in these conditions that students have the opportunity to learn to consciously identify their own interests and gain experience in civic activity.

The Scientific Concept of the Organization of Judicial Sctivity in the Context of its Digital Transformation: Definition and Content

2020 ◽  
Vol 6 ◽  
pp. 13-25
Author(s):  
E.V. Burdina ◽  
◽  
N.A. Petukhov ◽  
Keyword(s):  
Public Administration ◽  
Public Management ◽  
Digital Transformation ◽  
Scientific Concept ◽  
Judicial Reform ◽  
Management Activity ◽  
Judicial Administration ◽  
Strategic Goals ◽  
New Type ◽  
Legal Forms

The digital transformation of the judiciary actualizes scientific problems of a managerial nature related to the search for more effective organizational forms of judicial activity in modern conditions. The purpose of the study is to justify the scientific concept of the organization of judicial activity, the content of which would make it possible to improve the processes of intrasystem management of the activities of the courts to achieve the goals of the formation of the information society and digital economy. The worldview and methodological basis were the work of scientists and the methods used by them in the analysis of the general theory of public management and public administration. The modern scientifically grounded concept of the organization of judicial activity is a system of guiding ideas that define, for a clearly defined perspective, the tasks, principles, directions and organizational and legal forms of public administration in the judicial sphere to achieve national goals. The content of this concept is an intra-system organizational and management activity, considered in two aspects: functional (goals, objectives, principles, directions, forms and means) and institutional (legal statuses, structure of the judicial organization, judicial self-government bodies, public service). It is argued that the intrasystem judicial management reveals the content of the analyzed concept. The authors, analyzing the terms «judicial management» and «judicial administration», consider them close, but not identical, the criterion for distinguishing them is the professionalization of subjects of organizational and managerial activity. The work defines the strategic goals of the judicial management, its main directions. The conclusion is substantiated that a new type of judicial organization will reflect its technological effectiveness and will result from the modification of its model: from the organization of judges and judicial personnel to the model of a unified organization of judges, court administrations and information systems. This organizational regularity will need to be taken into account in judicial reform plans.

English public management reform after 2010

2018 ◽  
Author(s):  
Ewan Ferlie ◽  
Sue Dopson ◽  
Chris Bennett ◽  
Michael D. Fischer ◽  
Jean Ledger ◽  
...  
Keyword(s):  
Performance Management ◽  
Public Management ◽  
New Public Management ◽  
Global Financial Crisis ◽  
Local Level ◽  
Management Reform ◽  
Big Society ◽  
New Public ◽  
Primary Care Sector ◽  
The Global Financial Crisis

This chapter characterizes the overall strategy of public services reform apparent in England after the global financial crisis of 2008 and during the period of the UK’s Coalition government 2010–15. It argues that what can be termed a ‘proto narrative’ of reform, orientated around so-called ‘Big Society’ ideas, emerged around 2010. However, we argue it was trumped in the end by Treasury-led and New Public Management-friendly austerity discourse. The concrete example is taken of the health policy to form new clinical commissioning groups in the primary care sector. They were presented as a mechanism which could promote professional engagement in commissioning. However, they were soon subjected to top-down performance management pressures and systems, including strong attempts to prevent financial deficits from emerging at a local level, which eroded bottom-up and professionally driven innovation. We conclude that the Big Society proto reform narrative failed to consolidate itself.

The political economy of English public services reform and implications for management knowledges in health care organizations

2018 ◽  
Author(s):  
Ewan Ferlie ◽  
Sue Dopson ◽  
Chris Bennett ◽  
Michael D. Fischer ◽  
Jean Ledger ◽  
...  
Keyword(s):  
Political Economy ◽  
Public Management ◽  
Public Services ◽  
New Public Management ◽  
Health Care Organizations ◽  
Public Agencies ◽  
Political Issue ◽  
Management Reform ◽  
New Public

This chapter explores, in greater depth, the idea floated in the Introduction that the macro-level political economy of public services reform can exert effects on preferred management knowledges at both national and local levels. We argue that an important series of New Public Management reforms evident since the 1980s have made UK public agencies more ‘firm like’ and receptive to firm-based forms of management knowledge. We characterize key features of the UK’s long-term public management reform strategy, benchmarking it against, and also adding to, Pollitt and Bouckaert’s well-known comparativist typology. We specifically add to their model a consideration of the extent to which public management reform is constructed as a top-level political issue.

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