scholarly journals GIRI LOJI DESA DLINGO: SEBUAH STUDI FENOMENOLOGI ATAS KONSEP PEMBANGUNAN DESA

2018 ◽  
Vol 2 (2) ◽  
Author(s):  
Hafiez Sofyani
Keyword(s):  
Public Management ◽  
Role Model ◽  
New Public Management ◽  
Good Governance ◽  
Raising Awareness ◽  
New Public ◽  
Good Government ◽  
Village Government ◽  
The Many ◽  
The Village

ABSTRAK Direvisinya Undang-Undang Desa No. 6/2014 menjadi harapan banyak warga desa, khususnya untuk menjadi institusi mandiri dalam mengelola sumber daya milik desa. Namun banyak kalangan yang meragukan sumber daya manusia desa mampu untuk memenuhi amanat undang-undang tersebut. Menariknya, dari sekian banyak permasalahan implementasi UU Desa, juga tidak sedikit desa yang berhasil berkat otonomi yang diberikan peraturan baru tersebut. Dalam studi fenomenologi ini, peneliti mencoba menggali keberhasilan Desa Dlingo, Bantul, Daerah Isitimea Yogyakarta yang dulunya menjadi desa terpuruk dan kini menjadi desa percontohan dalam pengelolaan dan tata kelola desa. Gagasan ideologi dan pandangan Lurah Dlingo tentang pembangunan desa kemudian dapat digali oleh peneliti. Dalam Pembangunan organisasi, termasuk pemerintahan desa, memahami konsep modern seperti New Public Management atau Good government Governance saja tidak cukup. Bagi beliau tidak hanya soal sistem dan strukturyang perlu dibenahi, tetapi upaya membangikitkan jiwa dan semangat masayarakat desa untuk berdikari (berdiri di atas kaki sendiri) dan saling bergotong-royong adalah yang paling fundamental. Beliau menambahkan, membangun desa adalah membangkitkan kesadaran dan semangat warga desa bahwa mereka ada untuk “benar-benar ada” di tanahnya sendiri, bukan menjadi obyek pembangunan, yang kadang tidak mampu menghadirkan keadilan. Kata kunci: Undang-Undang Desa; Pengelolaan; Tata Kelola; Fenomenologis; Berdikari ABSTRACT The revision of Village Government Law no. 6/2014 is the hope of many villagers, especially to become an independent institution in managing the village's resources. However, many people doubting that human resources in village are able to fulfill the mandate of the law. Interestingly, from the many problems of implementation of the Village Law, there are several villages are successful due to the autonomy given. In this phenomenology study, researcher tried to explore the success of Dlingo Village, Bantul, Daerah Isitimea Yogyakarta which used to be a slumped village where now become role model village in village management and governance. The idea of Dlingo Village ideology and views on village development can then be explored by researcher. In the development of organizations, including village administrations, understanding modern concepts such as New Public Management or Good Governance is not enough. For him it is not just about systems and structures that need to be addressed, but the effort to inculcate the spirit of the village community to be “berdikari” (autonomous) is the most fundamental. He explains that build the village is raising awareness and spirit of the villagers to understand that they exist have to be "really exist" in their own land, rather than being the object of development, which sometimes could not bring justice. Keywords: Village Law; Management; Governance; Phenomenological; Autonomous

scholarly journals The business management of the village government in managing Village Owned Enterprise

2018 ◽  
Vol 31 (3) ◽  
pp. 328
Author(s):  
Nikki Prafitri ◽  
Paulus Israwan Setyoko ◽  
Dyah Retna Puspita
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Business Management ◽  
Business Plan ◽  
Enterprise Management ◽  
Delegation Of Authority ◽  
New Public ◽  
Business Principles ◽  
Village Government ◽  
The Village

Local Government business management through a Village Owned Enterprise is a new public management application. The Village government’s business is carried out by applying business techniques, values and principles. The purpose of the Village Owned Enterprise is to increase the village’s original income and economy. The differences involved in the success of the Village-Owned Enterprise management is triggered by differences in the application of government business principles, consisting of several aspects including the business plan, capital, accountability, transparency, reporting, corporate accounting and the payroll system. This research focused on the application of government business principles in relation to the management of the Village Owned Enterprise. The research used a qualitative research method and interactive data analysis method. Furthermore, the research was conducted in two villages; Serang Village, Karangreja Subdistrict, Purbalingga Regency and Pernasidi Village, Cilongok Subdistrict, Banyumas Regency. The research findings showed that the involvement of the village head in the preparation and socialisation of the business plan, the delegation of authority in relation to capital, the commitment to implementing transparency, the control over the officer's accountability and reporting, audits on accounting and the participation and cooperation from various stakeholders to motivate the officers in managing Village-Owned Enterprise for village welfare. The listed are the preconditions of village government business management through the Village-Owned Enterprise. Based on the funding of the phenomenon in the field regarding village business management through the Village Owned Enterprise, there are several recommendations to strengthen the management of the economic institution itself.

The New Governance

2017 ◽  
Author(s):  
R. A. W. Rhodes
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Democratic Accountability ◽  
British Government ◽  
New Governance ◽  
New Public ◽  
Cybernetic System ◽  
Definition Of ◽  
Self Organizing

The chapter reviews the several definitions of governance: the minimal state; corporate governance; the new public management, ‘good’ governance; a socio-cybernetic system. It then stipulates a definition of governance as self-organizing, inter-organizational networks. It argues there is a trend from government to governance in British government because of the hollowing-out pressures and the tools for intergovernmental management are integral to effective steering. Policy networks are already widespread. This trend is not widely recognized and has important implications not only for the practice of British government but also for democratic accountability. Governance as self-organizing networks is a challenge to governability because the networks can become autonomous and resist central guidance. They are set fair to become the prime example of governing without government.

New Public Management Reforms and Modernization Changes in Australia

2018 ◽  
pp. 1-17
Author(s):  
Tarek Rana
Keyword(s):  
Public Sector ◽  
Narrative Analysis ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Management Style ◽  
Accountability Systems ◽  
New Public ◽  
Challenges And Opportunities ◽  
New Ideas

This chapter explores and explains recent modernisation changes in the Australian Public Sector and provides insights on implications of new public management style reform for public sector accounting, auditing and accountability systems and practices. By adopting a narrative analysis approach, this chapter reconnoitres the change by dissecting the public-sector governance, performance and accountability reform and identifies significant modernisation changes in public sector management which has switched focus from a “rules-based” to “principles-based” accountability framework. Moreover, this chapter highlights the changes, challenges and opportunities that arises with the implementation of the new framework which can be seen as an innovative determination of modernisation. The modernisation change in Australia has produced new ideas of good governance and requirements for meaningful accountability systems and practices by mobilising various accountability mechanisms such as accountable authority, corporate plan, program evaluation, performance measurement, and risk management.

Using Web Sites to Improve Fiscal Transparency

2012 ◽  
pp. 232-260
Author(s):  
Tolga Demirbas
Keyword(s):  
Web Sites ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Essential Element ◽  
Public Administrators ◽  
Governance System ◽  
The Public ◽  
Fiscal Transparency ◽  
New Public

Fiscal transparency today is considered as an essential element of both good governance and e-governance. Therefore, in the new public management and budgeting reforms made by governments, it is clearly observed that fiscal transparency is one of the key elements. E-government technologies, and especially the internet, are supportive to the efforts on the part of governments offering unprecedented opportunities to public administrations enabling the dissemination of fiscal information and improving the e-governance system. In Turkey, where there is the tradition of Continental Europe, the reforms made through new laws in early 2000 contain various legal and institutional regulations to improve fiscal transparency and encourage the public administrators to use websites in an attempt to enhance fiscal transparency. This chapter, within the context of evaluating the endeavors in question, examines the websites of municipalities in Turkey in terms of fiscal transparency and eventually presents some suggestions for the improvement of the e-governance system.

scholarly journals Transformation of the Ethics of Public Authority in the context of changing paradigms of public administration

2021 ◽  
Vol 101 ◽  
pp. 02017
Author(s):  
Yuri Denisov ◽  
Natalia Nemtsova
Keyword(s):  
Public Administration ◽  
Public Management ◽  
Service Management ◽  
New Public Management ◽  
Good Governance ◽  
Rapid Evolution ◽  
Public Authority ◽  
Public Authorities ◽  
Ethical System ◽  
New Public

The research is devoted to the identification and analysis of the vectors of the evolution of the modern system of ethics of public authority. The first of them arose within the framework of the Weber paradigm, which consists in the codification of the norms of ethics of public authorities, which is largely anti-corruption. The second vector is associated with the introduction of the New Public Management paradigm and consists in reorienting the ethics of public authority and the personality of a civil servant to the service-management concept of public administration. The third vector emerged in line with the "Good Governance" paradigm. It focuses the ethical system of public authority on cooperation with all participants of the socio-political field and inclusiveness. In the context of the digitalization of the socio-political space, the Good Governance paradigm has begun a rapid evolution into the Digital Era Governance paradigm. Under these conditions, the public authorities faced an urgent need to modernize their ethical system, the need for its dynamic adaptation to rapidly changing technological realities and faced the challenges of a new ethics.

scholarly journals PENERAPAN MODEL NEW PUBLIC MANAGEMENT (NPM) DALAM REFORMASI BIROKRASI DI INDONESIA

2020 ◽  
Vol 8 (2) ◽  
pp. 65-84
Author(s):  
Sri Hartati
Keyword(s):  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Phenomenological Approach ◽  
Observation Study ◽  
Brunei Darussalam ◽  
New Public ◽  
The Government ◽  
Bureaucratic Reform

ABSTRAK   Reformasi politik dan pemerintahan tahun 1998 yang diharapkan sejalan  dengan reformasi birokrasi pemerintahan belum terwujud, diindikasikan dengan pelayanan publik (public service) belum optimal, kinerja ASN masih rendah, kasus Korupsi, Kolusi dan Nepotisme (KKN) masih menjadi penyakit kronis baik dikalangan eksekutif maupun legislatif bahkan sudah merambah sampai ke level pemerintahan terdepan yakni desa. Berdasarkan data Komisi Pemberantasan Korupsi (KPK) tahun 2020, Indeks Persepsi Korupsi Indonesia menempati posisi 85 dari 180 Negara, Sementara di tingkat ASEAN, posisi Indonesia  menempati posisi keempat, masih dibawah Singapura, Brunei Darussalam dan Malaysia. Kondisi ini menunjukkan  birokrasi  di Indonesia belum dapat menciptakan tata kelola pemerintahan yang baik. Penelitian ini bertujuan untuk mendeskripsikan paradigma birokrasi, pelaksanaan reformasi birokrasi dan bagaimana upaya penerapan New Public Management (NPM) dalam reformasi birokrasi di Indonesia. Penelitian ini menggunakan metode deskriptif kualitatif dengan pendekatan fenomenologi. Penelitian ini menganalisis bagaimana paradigama birokrasi, pelaksanaan agenda Reformasi Birokrasi dan penerapan  NPM di di Indonesia.   Data penelitian  dikumpulkan dengan menggunakan teknik studi dokumentasi dan observasi.Teknik analisis data dilakukan dengan reduksi data, penyajian data dan penarikan kesimpulan. Hasil penelitian menunjukkan bahwa dari perjalanan sejarah birokrasi di Indonesia mulai zaman kerajaan, masa kolonial, “Orde Lama dan Orde Baru, tidak dirancang untuk memberikan pelayanan kepada masyarakat,akan tetapi sepenuhnya mengabdi pada kepentingan kekuasaan” pada masanya. Meskipun berbagai regulasi Reformasi Birokrasi diterbitkan, akan tetapi samapi fase ketiga good governance belum terwujud. Penerapan konsep NPM  di Indonesia belum dapat diterapkan oleh seluruh lembaga/Instansi Pemerintah. Berbagai kendala yang dihadapi antara lain: perekonomian didominasi perusahaan asing,privatisasi terkendala kondisi market yang belum cukup stabil, korupsi meningkat, sistem kontrak memicu korupsi dan politisasi dan struktur kelembagaan pemerintah yang miskin fungsi kaya struktur.   Kata Kunci :New Public Management,  Birokrasi, Reformasi Birokrasi   ABSTRACT                              Political and government reforms in 1998 which are expected to be in line with government bureaucratic reforms have not yet been realized, it is indicated that public service is not optimal, ASN performance is still low, cases of corruption, collusion and nepotism (KKN) are still a chronic disease both among the executive and legislative branches. it has even penetrated to the foremost level of government, namely the village. Based on data from the Corruption Eradication Commission (KPK) in 2020, Indonesia's Corruption Perception Index ranks 85 out of 180 countries, while at the ASEAN level, Indonesia's position is in fourth position, still below Singapore, Brunei Darussalam and Malaysia. This condition shows that the bureaucracy in Indonesia has not been able to create good governance. This study aims to describe the bureaucratic paradigm, the implementation of bureaucratic reform and how the efforts to implement New Public Management (NPM) in bureaucratic reform in Indonesia.               This study used a qualitative descriptive method with a phenomenological approach. This research analyzes how the bureaucratic paradigm, the implementation of the Bureaucratic Reform agenda and the application of NPM in Indonesia. The research data were collected using documentation and observation study techniques. Data analysis techniques were carried out by data reduction, data presentation and drawing conclusions.               The results show that from the history of the bureaucracy in Indonesia, starting from the kingdom era, colonial period, the Old Order and the New Order, it was never designed to provide services to the community, but the bureaucracy fully served the interests of power in its time. Even though various regulations on Bureaucratic Reform were issued, but until the third phase of good governance has not been realized. The application of the NPM concept in Indonesia has not been implemented by all government agencies / agencies. Various obstacles faced include: the economy is dominated by foreign companies, privatization is constrained by unstable market conditions, increased corruption, the contract system has triggered corruption and politicization and the government institutional structure is poor in structure-rich functions.         Keywords: New Public Management, Bureaucracy, Bureaucracy Reform

scholarly journals The Application of “Good Governance” Model in Vietnam

2017 ◽  
Vol 33 (3) ◽  
Author(s):  
Pham Thi Hong Diep
Keyword(s):  
Rule Of Law ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Management Reform ◽  
Governance Model ◽  
The People ◽  
New Public ◽  
Basic Characteristics ◽  
To Come

The term “Governance” has been used since 1990s in the process of public sector reform and implementation of new public management models in many countries. The model “Good Governance” has eight basic characteristics namely: Participatory, consensus oriented, accountable, transparent, responsive, equitable and inclusive, effective and efficient, rule of law followed. In the process of international economic integration and development, the application of the above-mentioned characteristics on the governance in Vietnam is an important complement to the development and modernization of public management. This paper analyzes the context of implementing “Good Governance” in Vietnam, evaluates achievements and challenges in several aspects such as building the rule of law, enhancing transparency and anti-corruption, strengthening the participation of the people, strengthening accountability, consensus, and proposes recommendations to promote public management reform in the time to come.  

scholarly journals Bad Governance and Failure of Development Progress in Egypt Causes, Consequences and Remedies

2014 ◽  
Vol 3 (4) ◽  
pp. 39
Author(s):  
Wael Omran Aly
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Arab World ◽  
Public Officials ◽  
Relational Governance ◽  
The People ◽  
New Public ◽  
Effective Development ◽  
The Way

This article argues that the accumulative bad governance in Egypt over three decades and its failure to realize the intended development for the people represents one of the main reasons why people revolted. Bad governance contributed to the fall of Mubarak regime in three fundamental ways: first, it created the conditions (such as rampant corruption, violation of human rights and absence of rule of law) that served to inspire public action against the rulers; second, it led to the breakdown of core elements critical for regime stability (within the bureaucracy and the judiciary for example) and third it catalyzed the middle-class  who played a key role in agitating for the uprisings via Face-book and other social media. However, in exposing the dynamics of bad governance in Egypt, this article suggests that the problem is not only one of governance gone badly; but also the lack of comprehensive ‘good governance’ paradigm capable to overcome bad governance aspects. So, by focusing only on institutional reform, the good governance paradigm did not capture the way in which actors, processes and values become diffuse across the state–society divide.A relational governance approach would be more analytically useful in capturing and engaging with some of these dynamics. Whereby, through partnership adoption-which is one of good governance pillars- decentralization of powers and responsibilities from a higher to a lower level of government should been held out as an answer to a multitude of diverse political challenges to realize the desired societal development. It is often assumed that as an organizing principle, decentralization reduces corruption by bringing government closer to the people (citizens' empowerment). Citizens are central to this thinking in terms of sensitizing them to public ethics. (Re)orienting public officials towards becoming reflective (responding) public officials according to new public management perspective (NPM) that may pave the way for effective development administration (DA) resurrection; which might be capable to translate people aspirations into actions; that could be more pertinent to recent revolutionary events in much of the Arab world countries as Egypt.   A relational governance approach would be more analytically useful in capturing and engaging with some of these dynamics. Whereby, through partnership adoption-which is one of good governance pillars- decentralization of powers and responsibilities from a higher to a lower level of government should been held out as an answer to a multitude of diverse political challenges to realize the desired societal development. It is often assumed that as an organizing principle, decentralization reduces corruption by bringing government closer to the people (citizens' empowerment). Citizens are central to this thinking in terms of sensitizing them to public ethics. (Re)orienting public officials towards becoming reflective (responding) public officials according to new public management perspective (NPM) that may pave the way for effective development administration (DA) resurrection; which might be capable to translate people aspirations into actions; that could be more pertinent to recent revolutionary events in much of the Arab world countries as Egypt. Key words: bad governance, development administration, new public management.

Current Discussions on the Question

2016 ◽  
pp. 1-23 ◽  
Author(s):  
Ugur Sadioglu ◽  
Kadir Dede
Keyword(s):  
Local Government ◽  
Local Governments ◽  
Direct Democracy ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Comparative Perspective ◽  
Reform Process ◽  
New Public ◽  
The Face

Subject of local governments has been attracting the attention of researchers from various disciplines in recent years. Local governments themselves and other related actors undergo a transformation in the face of new public management, good governance, direct democracy, decentralization and other reform waves. Thoughts directing reforms, reform tools and reform results have diversified. In addition, new problem areas have arisen in the local governments after the reform process. Number of studies analyzing local governments both during and after the administrative reform process from a comparative perspective has increased as well. Currently, there is a need to analyze local governments from comparative perspective via different theoretical discussions and country studies. This part will present current discussions as an introduction to comparative local government studies introduced in general terms throughout the book. Particularly the question remarks to have arisen after the local government reform will be addressed and analyzed.

Using Web Sites to Improve Fiscal Transparency

2011 ◽  
pp. 171-191
Author(s):  
Tolga Demirbas
Keyword(s):  
Web Sites ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Essential Element ◽  
Public Administrators ◽  
Governance System ◽  
The Public ◽  
Fiscal Transparency ◽  
New Public

Fiscal transparency today is considered as an essential element of both good governance and e-governance. Therefore, in the new public management and budgeting reforms made by governments, it is clearly observed that fiscal transparency is one of the key elements. E-government technologies and especially the internet are supportive to the efforts on the part of governments offering unprecedented opportunities to public administrations enabling the dissemination of fiscal information and improving the e-governance system. In Turkey, where there is the tradition of Continental Europe, the reforms made through new laws in early 2000 contain various legal and institutional regulations to improve fiscal transparency and encourage the public administrators to use websites in an attempt to enhance fiscal transparency. This chapter, within the context of evaluating the endeavors in question, examines the websites of municipalities in Turkey in terms of fiscal transparency and eventually presents some suggestions for the improvement of the e-governance system.-

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