"政府再造"理论及其于中国改革适用性的理性思辨

一本曾经在上世纪末引领政府改革国际化浪潮的著作.却并不被后来的学者们看好甚或招致学理的审视与批伐.结合奥斯本"政府再造"的系列丛书,本文对<改革政府>中的理论主题进行了精要归纳和理性思辨,并就不同观点做出辩正,譬如对国内外"顾客"导向、关于"划桨" "掌舵"与"服务"论之争的重新认识等.在此基础上,结合中国国情和政府公共管理中的现存问题,合理借鉴"政府再造"的10条原则并提出相应改革对策.     

理解公共领域：从“经济人”到“公共人”

公共选择理论用古典经济学的"经济人"假设来分析市场经济条件下"政府失灵"的原因并提出对策,认为政治家和行政人员也是追求个人利益最大化的"经济人",也是按照成本一收益原则来行事的,所以,公共领域也应该按照私人领域的运行方式来运行.但是,用"经济人"假设来分析公共领域只会颠覆公共领域存在的根本原则,只会导致政府与公众信任关系的急剧恶化.为了维系和重建政府与公众的信任关系,不应该根据"经济人"假设来重建公共领域、而应当大力倡导服务型政府的建立.     

从宪政维度审视新公共管理的"公共性"流失

新公共管理采取了一些旨在增强政府回应性、责任性的改革措施;然而,从公共行政合法性的宪政维度来看,该理论推行的诸多行政改革理念在事实上对政府的"公共性"形成了挑战,造成了公共行政民主价值观的流失.如"政府掌舵"论弱化了公共部门的回应性与代表性;"顾客导向"理念促使政府逃避相关责任;公共利益"废止论"将公民的公共利益降格为副产品:企业家精神鼓励行政人员制造风险和规避责任;政府职能市场化容易导致行政责任的流失.     

新公共管理范式述评：理论建构与反思

新公共管理思潮以现代经济学基本原理和私营部门的先进管理方法为其理论基石,主张在政府公共部门广泛采用私营部门成功的管理经验和方法,坚持顾客主权,坚持市场优位,重视产出测度和绩效评估,以较低的成本建构一个具有高度回应性的政府,实现公共行政市场化取向的改革。新公共管理范式确实在某种程度上反映了公共行政发展的客观规律和一般趋势。毋庸质疑,对我国公共行政改革的理论和实践具有重要的借鉴价值。     

嬗变中的新公共管理

作为公共行政危机的拯救者,新公共管理运动通过推行市场化、弹性化、分散化和企业化的治理模式以求达到政府管理的高效率.新公共服务在批评新公共管理片面追求效率而忽视民主价值的同时对新公共管理进行了价值上的修正.而合作政府的提出则是为了克服新公共管理运动所导致的"碎片化"组织的弊病,它通过寻求跨组织的联合、打破组织内部的界限和采取新的服务提供方式等,使得政府能够真正对公共管理负责.无论是上述哪种理论都意味着官僚制乌托邦已陷入危机,而新的范式仍然需要进一步的探索.     

再看“新公共管理”运动及对中国行政改革的启示

随着我国行政改革的不断深入 ,我们应对“新公共管理”———这一早已引进中国的西方行政改革模式重新加以审视和解构。本文力求以新的角度再看“新公共管理” ,并结合我国行政改革的现实状况分析其主要观点 ,从而提出关于我国行政改革的几点建设性意见 ,旨在有力推动我国行政改革的顺利进行。     

新公共管理的顾客导向：内涵、价值、生态环境

新公共管理强调经济、效率和效益,同时也关注公共组织的回应性和公众的参与性。这些价值在新公共管理的顾客导向实践中得到集中的体现。有效实施的顾客导向制度表现出提升公共服务的价值、增强公共组织的回应性、调动公民参与的积极性以及提高政府透明度等现实价值。当然,顾客导向的有效运作需要良好的生态环境,诸如健全的市场竞争机制、有效的政府治理、无缝隙的政府组织体制等。     

当代政府管理新范式:企业家政府理论评析

范 式（Ｐａｒａｄｉｇｍ）一词本是现代科学哲学中的术 语,１９６２年美国著名哲学家库恩在其《科学革 命的结构》一书中首次对“范式”的概念作了为学术界所共识的界定：一个科学的范式就是一套关于现实的假设,这套假设比其它的假设能更好地说明当今的世界,亦即每一个科学范式都有它自己的一套规则来说明它面对的一套事实。①后来,库恩的追随者对范式的内涵作了更为周详的揭示,即范式就是世界观、一般性的观点以及分析复杂的现实世界的一种方式;范式是一学科内范围最广的共识单位,它包括概念、样本、理论和方法,并将它们与所用工…     

对韦伯官僚制行政效率悖论的一种解读——兼评新公共管理运动

对韦伯官僚制行政模式存在的效率悖论的批判,更大层面上是后人的一种"误读"和"苛求".新公共管理运动虽然在一定程度上提高了官僚制的行政效率,但并没有动摇官僚制的理论基础.韦伯的官僚制理论仍然具有十分重要的价值,对于当今我国行政改革具有启示作用.     

官僚体制的内在缺陷:新公共管理视角的分析

古典官僚制理论认为 ,官僚体制所体现的工具理性与价值理性的冲突是官僚体制自身不可超越的内在困境。在新公共管理的视角下 ,官僚体制不但存在工具理性与价值理性的冲突 ,在工具理性的内部也可能产生冲突 ,它所带来的效率也只是一种相当有限的机械效率。其内在缺陷就是缺乏竞争效率和创新机制 ,在政策制定和公共利益认定上偏离了原定的目标     

New public management and the reform of French public hospitals

New public management (NPM) is not only an Anglo‐Saxon debate but also a French one, with some of its elements constituting structural components of the French state apparatus. How did it make its way into French hospitals? What core mechanism was at the center of NPM implementation in hospitals? We discuss the redisorganization of the health system under NPM, as it attempted to reassert the central government's power over regions and how it alienated the medical profession. The paper highlights inherent contradictions and other false promises within NPM. It was unable to contained cost, could no enhance accountability or increase civil participation. We then investigate post‐NPM reforms in French healthcare. Copyright © 2013 John Wiley & Sons, Ltd.     

Citizen perceptions of public management: Hybridisation and post‐new public management in Japan and New Zealand

An older body of research claims variously: a world‐wide transformation from new public management (NPM) to new public governance or post new public management (post‐NPM); a ‘layering’, where new management rhetoric and techniques are layered upon existing ones; or a ‘hybridisation’ synthesised from competing systems. More recent studies, particularly in central and Eastern Europe, suggest a nuanced and context‐specific degree of transformation. Influenced by a growing research interest in citizen perceptions of public management, this study expands this more nuanced approach by surveying local government public management perceptions of 1,140 New Zealand and 3,100 Japanese citizen online survey respondents. Using principal component analysis, we show both New Zealand and Japan exhibit degrees of hybridisation of public management paradigms, with Japan exhibiting a higher degree of eclecticism.     

New public management reform in New Zealand: The collective strategy phase

This paper examines the New Public Management movement in New Zealand. Specifically the focus is on the financial management of central government departments and the shift in emphasis from management in the public sector to management of the public sector, that is, from defining management in terms of where it takes place to defining it in terms of the nature and outcome of the task.     

Symposium on public management teform in New Zealand:: Reflections on the international public management network/victoria university workshop

The genesis of the workshop on public management reform in New Zealand, held in Wellington on March 10, 2000, was an invitation from the International Public Management Network to the Graduate School of Business and Government Management at Victoria University to organize and co-host a one-day event in Wellington following the Network’s Sydney 2000 Conference. Approximately sixty people attended the workshop. The majority of attendees were senior public servants in the New Zealand government. In addition, there was a representation of academics from New Zealand and Network members who came on from the IPMN conference in Sydney at Macquarie Graduate School of Management March 4–6.The mix of speakers was strongly weighted towards practitioners, as is reflected in the articles in this symposium. The three central agency contributions are all from officials who have a reputation for thinking creatively and critically about the future of New Zealand public management, Derek Gill, Andrew Kibblewhite and Anne Neale. Graham Scott kindly agreed to provide the keynote address. Robert Gregory, a well-known critic of the New Zealand reforms, was the sole academic voice in this small chorus of practitioners. Gregory would be the last to claim that he is “representative” of anyone’s opinion other than his own.     

New Zealand's public sector management reform: Implications for the United States

This article describes the reforms to the functions of central government in New Zealand that have been introduced since 1985. It sketches the political and economic situation which motivated the changes to the systems of public management. Some of the theoretical influences that provided insights to the advice given to the government by its officials are noted. The essential elements of the system are described briefly. The results are summarized in terms of how the ideas were implemented, the extent of their acceptance, the impact on managerial behavior, and the effects on government in terms of the objectives that were originally set out. Some tentative suggestions are made regarding the messages that might be drawn from the New Zealand experience that are relevant to the reforms of the government of the United States.