Commune-level civil servants’ work capability in Vietnam

Commune-level civil servants are those who work at the lowest level of government in the Vietnamese administrative system. They directly deal with the people's requests and protect their legitimate rights and interests prescribed by the law. Civil servants and government agencies' performance depends much on their qualities and capabilities, including work capability, sense of responsibility for work, the attitude of serving the people. In this study, the author focuses on analyzing the commune-level civil servants' work capability under some contents like the ability to operate independently and the ability to operate jointly. He created a survey form and conducted a poll of 300 people on commune-level public employees' work capability at their residence based on the theoretical framework of criteria for commune-level civil servants' work capability. The survey area includes six provinces representing three regions of Vietnam such as Thai Binh, Nam Dinh (Northern); Nghe An, Quang Nam (Central); Binh Duong, and Ca Mau (Southern). The survey is performed carefully, with only those who have transacted with the commune government at least five times in the previous five years interviewed.

Public Law and Administration under Conditions of Hybrid Warfare (The Experience of Ukraine)

Events that took place in Ukraine in 2014 transparently demonstrated the maladjustment of the national legal and administrative system to the challenges of hybrid warfare in times of peace. Although it took into account the possibility of direct military threats, it proved not to be ready for withstanding unconventional pressure. This state of affairs significantly weakened the state’s ability to resist and led to a number of dramatic political miscalculations, organizational failures, and acute social problems. The subsequent update of the national public law and administrative system made it possible to improve the situation, but at the same time it revealed a number of pressing issues related to the need to strike a balance between the state’s commitment to ensure the protection of human rights and the necessity to protect national security. In this sense the experience of Ukraine is instructive for many countries of the world, especially for those that are the target of the geopolitical ambitions of the modern Russia. The paper discusses the public law of Ukraine in recent years with the view of highlighting some key problems of legal regulation, as well as identifying some promising ways to develop public administration so that it is capable of effectively coping with the threats of hybrid warfare.

The System of Government in The Sultanate of Wadai (1615 – 1900): نظام الحكم في سلطنة وداي (1615 ــ 1900) م

The aim of the research is to identify how the ruling system prevailing in this vast sultanate, as well as to study and analyze the reality of the ruling system in it, and the purpose of that is to emulate what is qualified for that. The problem of the study is based on the philosophy of the ruling system over the previous centuries, which was adopted in the Valley of the Sultanate of Before its sultans who did a good job in order to advance the sultanate to the best political levels, it turned out that the problem of the research lies in the lack of clarity of the prevailing system of governance adopted by those sultans, so how was the prevailing system of governance in this sultanate? The most important results were as follows: 1- During the reign of its great sultans, the Sultanate of Wadai was able to establish a tight administrative system, which was applied in all the provinces of the Sultanate, which helped in the length of their rule, which lasted for nearly four centuries. 2- Dividing the region into colonels, which included most of the region’s tribes, especially the incoming tribes. 3- The emergence of the impact of Islamic civilization clearly in the Sultanate of Wadai in all the ruling systems followed in the country (the courts, the judiciary, the Imamate, the caliphate, and others).

Coordination and crisis management. The case of the federal Government and two sub-national governments in Mexico

The article analyzes how the Mexican subnational governments responded the COVID 19 outbreak during the first stage of the crisis. The response of two subnational governments whose territory is part of the largest metropolitan area in the country that has been the focus of the pandemic is presented. We ask about the coordination instruments to face COVID-19 between the federal policy and programs with the subnational governments and argue that, during the first stage of the management of the COVID-19 crisis the institutional and organizational design of the Mexican political-administrative system has had a relevant impact on the government’s response, as well in the coordination policies. The article demonstrates that in a crisis, coordination instruments do not depend on political parties but consist of a blend of weak and suitable articulation of policies of the subnational governments with the federal strategy, as well as the need to improve the instruments of collaboration between the various levels of government in the context of a healthcare system in transformation.

Being Resilient Between the Region and the Higher Education System? Views on Regional Higher Education Institutions in Estonia and Finland

ABSTRACTThe chapter investigates the organizational resilience of the regional higher education institutions (RHEIs) located in the peripheries of Estonia and Finland, focusing on two case studies: Kuressaare College, Estonia and the University Consortium of Seinäjoki, Finland. The aim is to explore the sources and strategies of the organizational resilience of RHEIs, which must be resilient in two respects: they are exposed to changes in the higher education system (HES), and they are impacted by the processes in their region that is, in turn, a part of a larger economic and administrative system. We found that the resilience of RHEIs within regions and the HE system develops in a coevolutionary manner over the course of history; here, progressiveness and flexibility are the most important strategies for RHEIs.

“Cameralism” or “patrimonialism”: at the origins of Peter the Great’s reformation of higher management in Russia

The article presents the author’s interpretation of Petrine reforms of higher management in Russia. The author of the article asks the question, how successful was the attempt made by Peter I to create a rational system of public administration in Russia according to Western models? Among the main features of Peter’s reformation, the author highlights the lack of a clear and well-thought-out plan for the reforms carried out by Peter I, most of which were mainly “experimental” in nature, were carried out hastily and were subordinated to the tasks of the ongoing war with Sweden. Based on the analysis of the transformations carried out at the beginning of the XVIII century in the system of higher administration, the author of the article concludes about the strengthening of the personal principle in public administration during the reign of Peter I, which casts doubt on the widespread opinion about the formation of a rational system of public administration during the reforms carried out by Peter I. According to the author of the article, the use of Weber’s concept of “patrimonialism” (“patrimonial bureaucracy”) as a special type of domination based on the principle of personal loyalty to the patrimonial ruler (monarch) may become more correct in this regard when describing the Peter’s administrative system.

A History of the New Zealand Civil Service, 1840-1866

<p>The New Zealand Civil service is a typically British growth; it has developed from an inchoate, unregulated aggregation of disorganised departments along no settled line of growth, following no definite policy, aiming at nothing in particular; it sprang in the first instance rather from an imitation of Engliah models than from a real local need; it has been the prey of Governor after Governor, and Ministry after Ministry, and has changed its form and even to some extent its functions according to the ideas of the country's rulers every few years; not until the adoption of the recommendations of the Hunt Commission in 1912 did the service emerge into the regulated atmosphere that is essential to the smooth working of a modern administrative system. It can therefore be said that not until the twentieth century was the New Zealand Civil Service a modern institution; not until 1908 did the Government realise how far New Zealand then lagged behind Great Britain; even now, when we still lag behind, there are few signs of improvement. From the establishment of British sovereignty over New Zealand in 1840 until the passing of the Civil Service Act twenty-six years later there was no system either in the departments themselves or in the service as a whole; if indeed, it may be considered a whole during that time. From 1866 until 1912 the service drifted back towards chaos, as the authorities either did not carry out the provisions of the 1866 Act, or avoided its provisions and winked at its implications. The basis provisions of the Act, indeed, could not be ignored; but loopholes were many, and several of its most beneficial reforms were vitiated by systematic evasion.</p>

A History of the New Zealand Civil Service, 1840-1866

<p>The New Zealand Civil service is a typically British growth; it has developed from an inchoate, unregulated aggregation of disorganised departments along no settled line of growth, following no definite policy, aiming at nothing in particular; it sprang in the first instance rather from an imitation of Engliah models than from a real local need; it has been the prey of Governor after Governor, and Ministry after Ministry, and has changed its form and even to some extent its functions according to the ideas of the country's rulers every few years; not until the adoption of the recommendations of the Hunt Commission in 1912 did the service emerge into the regulated atmosphere that is essential to the smooth working of a modern administrative system. It can therefore be said that not until the twentieth century was the New Zealand Civil Service a modern institution; not until 1908 did the Government realise how far New Zealand then lagged behind Great Britain; even now, when we still lag behind, there are few signs of improvement. From the establishment of British sovereignty over New Zealand in 1840 until the passing of the Civil Service Act twenty-six years later there was no system either in the departments themselves or in the service as a whole; if indeed, it may be considered a whole during that time. From 1866 until 1912 the service drifted back towards chaos, as the authorities either did not carry out the provisions of the 1866 Act, or avoided its provisions and winked at its implications. The basis provisions of the Act, indeed, could not be ignored; but loopholes were many, and several of its most beneficial reforms were vitiated by systematic evasion.</p>

Imágenes, alhajas, ornamentos y mobiliario de la Compañía de Jesús en Murcia. Inventario y distribución de sus bienes tras la expulsión de 1767

La expulsión de los jesuitas en 1767 supuso la puesta en marcha de un amplio sistema administrativo centrado en la gestión de las posesiones que habían pertenecido hasta entonces a la Compañía de Jesús. Una de los cometidos que tenían que llevar a cabo estos consejos estaba centrado en el inventariado y distribución de las alhajas y ornamentos que esta orden tenía en sus colegios e iglesias. En el caso de Murcia, el inventario efectuado para tal fin, ofrece una panorámica general del estado en el que se encontraba la Iglesia de San Esteban aquel año. Asimismo, la documentación conservada refleja el destino de algunas alhajas y ornamentos que, siguiendo las indicaciones reales, fueron divididas y distribuidas, quedando algunas en el templo original, pasando otras a las parroquias pobres y llegando otras al convento franciscano de Santa Catalina del Monte. En este artículo se analiza este inventario, así como la distribución de sus alhajas y ornamentos, conforme a lo que sucedió en otros territorios españoles, incluyendo el propio caso de Caravaca de la Cruz, con el fin de ofrecer una visión global. The expulsion of the Jesuits in 1767 entailed the setting up of a broad administrative system focused on the management of the goods heretofore belonging to the Society of Jesus. Among the tasks that these councils were meant to accomplish appears the inventory and distribution of the silverware and ornaments that had been preserved by this order in its colleges and churches. In the case of Murcia, the executed inventory for that purpose offers an overview of the state of the Church of San Esteban in that year. Additionally, the documentation preserved reflects the destination of the silverware and ornaments: some of them were kept in the temple, some were sent to poorer parishes and some ended up in the Franciscan convent of Santa Catalina del Monte. This inventory has been analysed in this paper, as well as the distribution of its silverware and ornaments, according to what occurred in other Spanish territories, including the case of Caravaca de la Cruz, with the aim of offering a general picture.