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The term “development administration” came into use in the 1950s to represent those aspects of public administration and those changes in public administration, which are needed to carry out policies, projects, and programs to improve social and economic conditions. During a period of 15 years following the end of World War II, in 1945, colony after colony threw off the imperial yoke. Country after country achieved independence and political autonomy. This new status gave promise of freedom and liberty and self-determination in political systems of representative democracy. It gave hope of greater individual freedom and equality of treatment in the society. And independence created hopes of higher national and per capita income, a rapid rise in standards of living, and an increase in individual opportunity. Even in countries which had not been colonies but had been administered by some other form of authoritarian government, this was a generation of rising and insistent expectations pressing for rapid political, social, and economic change. New governments and their bureaucracies, their administrative agencies and processes, were expected to give reality to these anticipated fruits of independence and liberty. These new functions, these demands upon the administration system, were not only enormous in size and weight, they were novel and complex in character.

A study of the published statements of Australian school administrators revealed that two distinctive configurations of power and service relationships are projected in their publically presented images of state school administration as it relates to government and the public. A previous Traditional Centralist‐Unity configuration is now being replaced by an Emergent Devolution‐Diversity conformation. Analysis was directed to (a) understanding the significance of the two images in terms of their function as public communications, and (b) accounting for the shift in the imagery in the light of pressures for change, the way administrators are interpreting change as turbulence, and the projection of counter images incorporating critiques of government school systems. To help organise analysis, it was assumed that images of system administration have the potential to communicate: 1. information, 2. explanation, 3. judgements and value positions, 4. statements designed to advance sectional interests, and 5. themes and persuasive symbols. It was also assumed that the shift in the public images of administrators may be studied in the way their images relate to three basic sources of administrative tension: tensions which arise from problems of meaning, problems of aspiration, and problems of practice.

This chapter focuses on the use of outcome-based performance management systems within public administration. It reports two qualitative case studies from respectively the Danish Tax and Customs Administration and the Swedish Tax Agency. Both of these administrations use outcome-based performance management systems to steer subsets of their administrative work. The chapter shows that the systems respond to broader demands for accounting for outcomes, yet, the systems also operate in very different ways. The Danish case shows a quantitative system which measures on a daily basis, the Swedish case shows a qualitative system which measures on a four to five-year basis. What is striking about both cases is that they balance meeting the demands for accounting for diffuse outcomes, with developing measurements that ‘fit’ local contingent concerns. While much of the current research on performance management systems in public administration is critical and stresses the downsides of such systems, this chapter shows that these systems should not always be assumed to be connected to gaming, strategic behaviour and/or reductionism. Instead, the performance management systems can be seen as attempts to reconcile and make ends meet in ‘post-bureaucratic’ organisations that are increasingly expected to account for rather diffuse and abstract outcomes and expected at the same time to steer and prioritise daily administrative work.

Moving from “Engineering” oriented R&D being characterised by research aimed at meeting immediate market needs, Japanese companies are developing new organisational and administrative structures to permit original R&D. They are also forced to solve problems of growing labour‐costs and shortages of managerial posts stemming from the ageing of the workforce. Within this wider process, reforms of the personnel administration of R&D are being initiated. The key characteristics lie in the fact that such modifications as expansions in the scope of rotation and clarification and diversification of career paths are common to engineers/scientists of all levels. This being the case, one can expect that the Japanese style of personnel administration system will change along the lines of one which emphasises uniformity among employees both in terms of career path and method for determining reward. Within the ongoing fundamental reform, a new model of creative and original R&D is expected to emerge in Japan.

The concept of a New World Order is a rhetorical device that is not new. In fact, it is as old as the notion of empire building in ancient times. When Cyrus the Great conquered virtually the entire known world and expanded his “World-State” Persian Achaemenid Empire, his vision was to create a synthesis of civilization and to unite all peoples of the world under the universal Persian rule with a global world order characterized by peace, stability, economic prosperity, and religious and cultural tolerance. For two centuries that world order was maintained by both military might and Persian gold: Whenever the military force was not applicable, the gold did the job; and in most cases both the military and the gold functioned together (Frye, 1963, 1975; Farazmand, 1991a). Similarly, Alexander the Great also established a New World Order. The Romans and the following mighty empires had the same concept in mind. The concept was also very fashionable after World Wars I and II. The world order of the twentieth century was until recently a shared one, dominated by the two superpowers of the United States and the USSR.

Smart governance ultimately relates to the ability of political administrations to elicit trust and public confidence. Political administrations normally generate rational policies that arise from their context-sensitive goals. The capability of an administration to develop and implement policies is measured as efficacy, which can influence the value and stability of an administration. However, policy development and implementation is not only an attribute of a political administration but also of its bureaucracy. The purpose of this paper is to explore the nature of bureaucracies, representing them as complex and dynamic.

A traditional blueprint model of a bureaucracy comes from Weber, seen to be a servicing body for the implementation of political policy decisions resulting from a process of governance. An alternative model arises from the fictional works of Kafka, which is underpinned by a firm conceptual basis of a bureaucracy that confronts that of Weber. Agency theory will be used to model bureaucracies, and comparisons will be made between the Weber and Kafka conceptualisation.

There are broad models of a bureaucracy that arise from different propositions such as a Weber and a Kafka model, the latter being more representative of administrations. Any attempts to measure comparative efficacy across political systems or administrations may well lead to failure due to the distinctions in the nature of the bureaucracies that they maintain. The paper argues that the Weber model is an unattainable boundary representation of a bureaucracy. In contrast, Kafka’s more pragmatic conceptualisation can be modelled as a pathological autonomous system that is both complex and adaptive. Such pathologies can be harmful to the implementation of socially improving policies.

The paper shows that even where a political administration has policy initiatives that can improve society, these can be corrupted and misdirected by its bureaucracy, mistakenly believed (by the administration) to be dedicated to the service of the administration, rather than the bureaucracy’s own self-interests.

No other approach has been able to graphically represent the relative natures of different bureaucracies, or their pathologies.

The purpose of this paper is to show how the identities of the employees of Polish public administration are shaped in the process of public system reforms.

The findings are based on interviews with 40 employees of the Polish public administration. The authors have used open interviews as well as projective methods to discover and explore beliefs and attitudes of bureaucrats towards their work and the system of public administration. The selected sample was diversified both spatially and systematically to reflect the diversity of organisations that constitute the Polish public administration system. Grounded theory was used for data coding and interpretation.

The study indicates that organisational change initiatives designed to enhance the quality and efficiency of public administration may have negative impacts on the identities of public servants and may lead to their increased incapacity. Rather than sparking entrepreneurial behaviours and transforming bureaucrats into managers, introduction of the rhetoric of New Public Management and New Public Governance in the Polish public administration has contributed to strengthening of classical dysfunctions of bureaucracy.

The results imply that the understanding of organisational changes in the Eastern European public sector – which are usually studied through the lenses of regulation and economy – would benefit from more sociologically and historically oriented studies. The limitations of our results are associated with the adopted qualitative subjective methodology.

Foreign-born templates of reforms may appear to be logical and coherent but they rest on certain assumptions about identities and value structures that are not necessarily congruent with the identities at the adoption site. For that reason, successful reform projects need to consider and problematise the content and shape of culturally conditioned identities.

Understanding of public sector reforms’ implication should lead to the improvement of change programmes as well as to the evolution of public administration towards a form more desired by the society. It is especially important as Polish society considers public administration as one of factors influencing (in a negative way) the quality of life.

The paper provides insight into public administration reforms in Poland and their impact on public servants’ identities.

The purpose of this chapter is to show the topicality of reformation of the state tax system as an inseparable part of Russia’s digital economy.

The main problems of state tax systems impossible to solve without information technology (IT) products and wide practical implementation of information technologies are shown. The authors also show problems of formation of legal and information environment in the tax sphere.

The results of the research show the role of information technologies in Russian tax administration system. In particular, analysis of the main elements of tax administration, implementation of which is impossible without information production, is performed, and the influence of information technologies on the observation of tax administration principles in Russia is determined.

Based on the experience of foreign countries in the sphere of information production of tax system, the Russian practice of implementation of the modern information technologies and solutions in the tax sphere is given and the initial results are analyzed.

The operation of political systems with management systems in salary administration is contrasted. This comparison will clearly show that political systems are dysfunctional in salary administration and should be replaced by management systems. But bureaucrats who operate with position power in political systems are resisting the transition to management systems. This is because these latter authority structures are designed to hold superiors strictly accountable for the quality of their performance. Additionally, management systems require salary administration decisions to be rooted in third wave principles, ethical standards and objective analysis. Efforts to perpetuate political systems as the dominant authority structures in collegiate organisations will promote waste, inefficiency, mismanagement and sometimes fraud in salary administration. These conditions undermine the productivity and commitment of personnel in their university.

The paper presents a global model for understanding land administration systems in support of sustainable development. The evolution of these systems is presented as a response to the dynamic relation between humankind and land. The Nordic evolution is described with a focus that any land administration system is embedded in the cultural and judicial setting of the individual country/jurisdiction. The issue of spatial information infrastructures is recognised as an increasingly important component for achieving sustainable development in developed as well as developing countries. The paper discusses the conceptual, political and economic mechanisms, and examples are given with regard to the Danish conceptual approach in this area. Finally, the paper deals with the issue of decentralisation and the impact of central vs local government in land management in support of sustainable development. It is argued that competencies should rest with the lowest possible level of jurisdiction so as to combine responsibility for decision making with accountability for financial and environmental consequences.