scholarly journals Revitalisasi Peran Srategis Sekretaris Daerah Dalam Mengakselerasi Reformasi Birokrasi

2020 ◽  
Vol 2 (2) ◽  
pp. 162-181
Author(s):  
Ilyas Ilyas
Keyword(s):  
Local Government ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Local Policy ◽  
New Public ◽  
Strategic Role ◽  
Government Bureaucracy ◽  
Qualitative Descriptive

Penelitian ini mengkaji revitalisasi peran strategis Sekretaris Daerah dalam akselerasi reformasi birokrasi, dengan metode penelitian deskriptif kualitatif, dan desain penelitian evaluatif, analitik, eksploratif, eksplanatif dan komparative, serta teknik analisis kualitatif. Hasilnya, secara umum dan keseluruhan, ada 8 (delapan) dimensi pokok dan utama satu kesatuan kelompok peran strategis seorang Sekretaris Daerah dalam birokrasi pemerintahan yaitu: (1) Pemimpin (Leader) birokrasi dan ASN. (2) Manajer (Manager) birokrasi dan ASN, (3) Konseptor, konsultan, desainer, formulator kebijakan daerah, organisasi birokrasi dan ASN, (4) Administrator birokrasi, ASN dan pelayanan public, (5) Koordinator, komunikator, fasilitator, mediator, motivator, dinamisator, energisator organisasi birokrasi, ASN dan pelayanan public, (6) Supervisor, educator, trainer, learner, advocator, promotor dan empower organisasi birokrasi, ASN dan pelayanan public, (7) Implementor dan eksekutor kebijakan organisasi birokrasi, ASN dan pelayanan public, (8) Controller, monitor dan evaluator organisasi birokrasi, ASN dan pelayanan publik. Model revitalisasi peran strategis Sekretaris Daerah dalam akselerasi reformasi birokrasi adalah revitalisasi peran Sekda sebagai aktor Reinventer Government, Leader Manager birokrasi, Entrepreuner birokrasi, aktor New Public Management (NPM), aktor Strategi Banishing Bureucracy reformasi birokrasi, dan aktor reformasi birokrasi berbasis kearifan budaya lokal. Disarankan untuk mempertimbangkan penerapan model revitalisasi peran strategis Sekretaris Daerah dalam akselerasi reformasi birokrasi tersebut. This research explore revitalization a strategic role of Local Secretary owned Local Government to accelerate bureaucracy reformation, by use a qualitative descriptive as method, and an evaluative, analytic, explorative, explanative and comparative as investigation design, and a qualitative as analyses. Results, by all dan generally, there are eight main dimensions as unity at strategic role played by Local Government Secretary within government bureaucracy include: (1) Leader, (2) Manager, (3) Conseptor, consultant, designer and formulator for local policy and officer or employment, (4) Administrator for public service and employment, (5) Coordinator, communikator, facilitator, mediator, motivator, dynamisator, energizer, (6) Supervisor, educator, trainer, learner, advocator, promotor and empower for bureaucracy, public service and employment, (7) Implementor and executor, (8) Controller, monitor and evaluator. Revitalization model of strategic role of Local Government Secretrary to accelerate bureaucracy reformation are revitalization as Reinventer Government actor, Leader Manager, Entrepreuner, New Public Management (NPM) actor, Banishing Bureucracy Strategy actor, and actor bureaucracy reformation based local wisdom. Recommended to actualize those revitalization model as mentioned above in order to accelerate any strategic role of Local Government Secretary into bureaucracy reformation it.

scholarly journals Mind the gap: Australian local government reform and councillors’ understandings of their roles

2017 ◽  
pp. 19-39
Author(s):  
Su Fei Tan ◽  
Alan Morris ◽  
Bligh Grant
Keyword(s):  
Local Government ◽  
Public Management ◽  
New Public Management ◽  
Local Level ◽  
New Public ◽  
Strategic Role ◽  
Government Reforms ◽  
Depth Interviews ◽  
Broad Approach

Over the last two decades a feature of local government reforms globally has been the introduction of New Public Management (NPM).  Under this broad approach to public administration there is an expectation that councillors play a greater strategic role and move away from involvement in day-to-day management.  This research, carried out in the state of Victoria, Australia, examines councillors’ understandings of their roles.  Based on 17 in-depth interviews and two focus groups, we found that despite the evolving legislative requirements framing councillors as policymakers not managers, most councillors continued to seek involvement in the day-to-day management of councils.  We argue that this gap may be linked to the diversity of views concerning the role of the councillor and the idea of representation and how both play out at the local level.  It may also signal a lack of awareness as to how the legislatively inscribed role for councillors has changed over time.

Publicness in times of market accountability: Lessons from a changing hospital industry in Germany

2017 ◽  
Vol 34 (1) ◽  
pp. 3-21 ◽  
Author(s):  
Ingo Bode
Keyword(s):  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Hospital Industry ◽  
Regulatory Frameworks ◽  
New Public ◽  
Actual Service ◽  
Multiple Case

Drawing on findings from a multiple case study on the changing hospital industry in Germany, this article sheds fresh light on the implications new public management-driven regulatory frameworks may have regarding the ‘publicness’ of public service settings. It is shown that, in the area under study, key ingredients of the settings’ traditional mission persist, as do expectations towards soci(et)al effectiveness of actual service delivery. However, this is paralleled by the rise of market accountability within and around these settings which undergirds the ‘privateness’ of public-service providing undertakings. Hydrid accountability relations coincide with a new organisational settlement which leads to a fuzzy configuration regarding the role of publicness. This is why a consistent reinvention of the latter is unlikely to occur under a regulatory framework featuring non-statutory and competitive public service provision.

scholarly journals Strategizing for grand challenges: economic development and governance traditions in Malaysian local government

2021 ◽  
pp. 002085232110481
Author(s):  
Jeffrey Hughes ◽  
Kevin Orr ◽  
Mazlan Yusoff
Keyword(s):  
Local Government ◽  
Strategic Management ◽  
Public Management ◽  
New Public Management ◽  
Local Governance ◽  
Strategy Development ◽  
Grand Challenge ◽  
Grand Challenges ◽  
New Public

This qualitative study provides empirical knowledge and develops theory about the role of strategic management in Malaysian local government. As the country addresses the grand challenge of economic growth amid enduring national aspirations of moving from developing to fully developed status, the analysis identifies six approaches to strategic management across nine Malaysian local authorities. Rather than presenting a linear story of progression, the six models of strategizing in Malaysia illuminate the governance traditions that co-exist in this setting. The study examines the assumptions about public management that underpin the different approaches and relates these to the country's inheritance of classical public administration and centralized government, the introduction of New Public Management, and the subsequent emergence of features of New Public Governance. It contributes to theory by providing an analysis of the role of strategy in each of the three governance traditions and connects debates about local governance with scholarship on strategic management. It also contributes to the emerging literature on strategizing for grand challenges and the limited repository of such studies located in a public sector context. The article ends by identifying the implications for policy and practice and suggesting areas for further research. Points for practitioners This study highlights the need for collaboration to address strategic meta problems, manage economic pressures and deliver public services. The six approaches to strategy development presented provide a set of models and frames through which practitioners may assess their local environment. Our typology offers a basis for cross-sectoral learning and reflection, including ways of diagnosing contextual variables and developing strategic knowledge. The Malaysian case shows how the context of strategy formation has been affected by the shift from local government to governance, as well as by interacting colonial legacies.

EXPRESS: Exploring the dynamics of slack in extreme contexts: A practice-based view

2021 ◽  
pp. 001872672110077
Author(s):  
Geoffrey Leuridan ◽  
Benoît Demil
Keyword(s):  
Public Management ◽  
Critical Care Unit ◽  
New Public Management ◽  
Ethnographic Study ◽  
New Public ◽  
Management Context ◽  
Production Practices ◽  
Extreme Contexts ◽  
Organizational Literature

Organizations that operate in extreme contexts have to develop resilience to ensure the reliability of their operations. While the organizational literature underlines the crucial role of slack when facing unanticipated events, a structural approach to slack says little about the concrete ways in which organizational actors produce and use this slack. Adopting a practice-based perspective during a 14-month ethnographic study in a French critical care unit, we study the slack practices, which consist in gathering, arranging and rearranging resources from both inside and outside the medical unit. This permanent process is captured in a dynamic model connecting situations, their evolutions and slack practices. Our research highlights the importance of situational slack production practices to ensure resilience. We also argue that these micro-practices are constitutive of the context in which actors are evolving. Finally, we discuss why these slack practices, although essential for ensuring resilience, can be endangered by the New Public Management context.

scholarly journals APPLYING THE PRINCIPLES OF NEW PUBLIC MANAGEMENT TO MEASURE THE PERFORMANCE IN EDUCATION – VALUE FOR MONEY

2019 ◽  
Vol 2 (1) ◽  
pp. 50-57
Author(s):  
Jana Štrangfeldová ◽  
Štefan Hronec ◽  
Jana Hroncová Vicianová ◽  
Nikola Štefanišinová
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Tertiary Education ◽  
Relevant Information ◽  
Value For Money ◽  
The Public ◽  
New Public ◽  
Comprehensive Measurement

Education is a key area, the results of which play an important role in the development of each society. The role of education focused on the inclusion of children into school groups, to prepare students to enter the labour market or continue their studies in the context of tertiary education is a sufficient argument to enable beginning to look for answers and possible solutions to the difficult question of the quality of schools. Constant pressure from the public forces them to monitor and improve the provision of public services, and continually enhance their own performance in order to achieve long-term existential security. These facts consequently require a comprehensive measurement of their performance. This opens up opportunities for applying the concept of Value For Money based on the principles of New Public Management. The purpose of the scientific study is to show the potential uses of Value for Money on the example of education. The suggestion of methodology of VFM to measure the performance in education presented in this study shows possibilities to measure, evaluate, monitor and achieve necessary and especially relevant information about the situation of education and subsequent decision-making not only for public forces, but also, it can be the suitable tool for public grammar schools themselves. The article is co-financed by the project VEGA 1/0651/17.

Changing patterns of individual performance appraisal systems for civil service in European Union countries: toward a developmental or an incentivizing model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gyorgy Hajnal ◽  
Katarina Staronova
Keyword(s):  
Performance Appraisal ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Central Government ◽  
Individual Performance ◽  
Content Type ◽  
Public Service Organizations ◽  
New Public ◽  
Appraisal Systems

PurposeThe purpose of this article is to examine whether the incentivizing type of performance appraisal (typical of New Public Management) has indeed been superseded by a post-New Public Management (NPM), developmental type of performance appraisal in European Civil Services.Design/methodology/approachThe literature review lead to a unidimensional, twofold typology: incentivizing (NPM) and developmental (post-NPM) performance appraisal. The empirical basis of the research is two surveys conducted among top civil servants in 18 European countries.FindingsFirst, there are crucial discrepancies between performance appraisal systems in contemporary European central government administrations and current theorizing on performance appraisal. Contrary to our expectations developed on the basis of the latter, “developmental” and “incentivizing” do not seem to be two distinct types of performance appraisal; rather, they are two independent dimensions, defining altogether four different types of performance appraisal systems.Practical implicationsThe authors results give orientation to policymakers and public service managers to engage in designing or applying performance appraisal systems, in particular by identifying assailable presumptions underlying many present-time reform trends.Social implicationsCitizens and communities are direct stakeholders in the development of public service performance appraisal both as possible or actual employees of public service organizations and as recipients of public services.Originality/valueThe paper proposes a new fourfold typology of performance appraisal systems: incentivizing, developmental, symbolic and want-it-all.

Does Citizens’ Self-Identification of Their Public Role Affect Their Satisfaction with Public Services?

2020 ◽  
Vol 35 (1) ◽  
pp. 75-100
Author(s):  
Hemin Choi ◽  
Jong Seon Lee
Keyword(s):  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
The Public ◽  
Public Role ◽  
New Public ◽  
Significant Difference ◽  
Service Expectations ◽  
Manova Analysis

This study investigates how citizens define their role qua citizen and how the public role they assign themselves matters in their assessment of satisfaction with public service performance. We compared survey respondents who identified their citizen role as customer (n=280), partner (n=353) or owner (n=467) to test this relation. Theoretically, the dominance of New Public Management (NPM) scholarship has resulted in the framing of citizens as simply customers, but our empirical study finds that citizens consider themselves more as partners or owners of government. This mismatch in conception was our research hypothesis for further research. We then ran a number of t-tests and carried out a MANOVA analysis, the results of which indicate that there is a significant difference between the customer and partner groups regarding expectations and satisfaction on the quality of their living area but not regarding performance. There is also evidence that shows that the role citizens assign to themselves is related to their public service expectations but that the connection between their view of their role and their assessment of performance is weak.

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