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Performance measurement is a technique that has evolved in the European area only in recent times. Demands made on available information have changed primarily in line…
Performance measurement is a technique that has evolved in the European area only in recent times. Demands made on available information have changed primarily in line with the efforts to instill more management into the public sector (Buschor & Schedler, 1994). Whereas traditional administration has focused primarily on the financing of tasks, the question of efficient and effective performance has assumed more importance today. Performance measurement systems are a response to new requirements of decision making bodies.
So much has been written about public management and administrative reform in the past decade that in developing the approach for this book we wondered whether there was…
So much has been written about public management and administrative reform in the past decade that in developing the approach for this book we wondered whether there was anything new to say. As is the case for most professionals working in our field, we recognize that the topic of New Public Management has been worked over very thoroughly. New public management is no longer “new” and, therefore, we believe in the future it is better to use the words public management change or innovation when speaking and writing about emerging initiatives in the public sector. And, as most in our field also understand, the topics receiving significant attention at present are networking and a set of issues related to what is termed “governance.” Research on networking has been on-going since at least the 1970s. Many issues related to networks and networking remain unresolved so that continued dialogue in this area is constructive. Renewed attention to governance (versus government) appears to have emerged in the public management dialogue and literature in the past five years or so.
Most scholars in public administration and management research would agree that there is a connection between the culture of a nation or region and the way management in…
Most scholars in public administration and management research would agree that there is a connection between the culture of a nation or region and the way management in public administration is structured and working (“public management arrangements”). However, to be incorporated into public management research and theory, a more precise notion about the forms, ways, and mechanisms of the interlinkage between societal culture and public management is required. A look into public management literature reveals that wide use and reference is made to the importance and influence of culture on public management arrangements – mostly, though, using the term “culture” as a shortcut for “organizational culture”. Public management treatises stress the influence of past events and contexts for the specific functioning and establishment of organizations, rules, and perceptions which in turn have great influence on the reception and functioning of public management mechanisms (Heady, 1996; Jann, 1983; Schröter, 2000; Pollitt & Bouckaert, 2004). Elsewise, organizational culture – or more precisely change thereof – is claimed to be the result of public management efforts (Ridley, 2000; Schedler & Proeller, 2000). In sum, the interlinkage between culture and public management is there, but is not systematically and explicitly incorporated by referring to adequate theory. Although cultural theory has gained considerable attention (Hood, 1998), there are still other concepts for the analysis of cultural facts that may be of interest to the subject, too.
This book is organized into five sections. The first four sections are devoted to investigation of the seven different strategies to achieve public management reform…
This book is organized into five sections. The first four sections are devoted to investigation of the seven different strategies to achieve public management reform delineated in this book. The seven strategies are: (1) increased accountability; (2) decentralization and delegation of authority and responsibility for decision making and management; (3) application of information technology to improve management and responsiveness of governments to citizens; (4) developing and improving management control systems in the public sector; (5) measures to reduce corruption in government, business and society; (6) development and use of performance indicators in public organizations; and (7) integration of performance measurement and management in public organizations. The chapters in each of the five sections address the need for and application of strategy, impediments to implementation, and use cases to support their analysis and conclusions.
Bidhya Bowornwathana is associate professor at the Department of Public Administration, Faculty of Political Science, Chulalongkorn University, Bangkok, Thailand. His research interests are on governance and administrative reform. His writings appear in journals such as Governance: An International Journal of Policy and Administration, Public Administration and Development, Australian Journal of Public Administration, Asian Survey, Public Administration Quarterly, Public Administration: An International Quarterly, Asia Pacific Journal of Public Administration, Asian Review of Public Administration, and Asian Journal of Political Science. He has written several books in Thai on administrative reform and public administration. He co-edited a book with John P. Burns on Civil Services Systems in Asia (Edward Elgar, 2001). He also has chapters in recent books such as in Christopher Pollitt and Colin Talbot, eds., Unbundled Government (Taylor and Francis, 2004), Ron Hodges, ed., Governance and the Public Sector (Edward Elgar, 2005), Eric E. Otenyo and Nancy S. Lind, eds., Comparative Public Administration: The Essential Readings (Elsevier, 2006), and Kuno Schedler and Isabella Proeller, eds., Cultural Aspects of Public Management Reform (Elsevier, 2007). He was Chairman of Department of Pubic Administration, Chulalongkorn University. He has served several times as member and secretary of the national administrative reform commissions appointed by Thai governments.
The emergence of electronic government is reaching considerable proportions in the developed world. It would appear that this new reform is consigning everything that went…
The emergence of electronic government is reaching considerable proportions in the developed world. It would appear that this new reform is consigning everything that went before it to the wastepaper basket of oblivion. This, however, primarily applies to the intensity of the discussions of and the publications about the issue. The concrete results of virtually all empirical studies available on the net show that practical development lags distinctly behind the possibilities of e-government that are being discussed and proclaimed. Kinder (2002) surveys “tele-democracy” (the term he uses for e-government, K. S.) in 31 European cities covering 14 states and shows that progressive city administrations in Europe are early adopters of tele-democracy with a diffusion rate of 72%. He admits, however, that the selection of the cities that were examined displays a considerable bias: it was conducted on the basis of assumed best practice. Moon (2002) looked into the rhetoric and reality of e-government at the municipal level in the United States and concludes that e-government has been adopted by many municipal governments, but remains at an early stage and has not yielded many of the expected outcomes that the rhetoric of e-government has promised.