从效率优位到民主行政

随着现代社会的发展,由公共部门公共性凸现所带来的价值目标的多元化,使得传统公共行政研究中的效率被重新定位,民主的价值理念、模式被引入.本文在分析了"效率优位"原则失势的基础上,对民主行政模式的建构及其运作背景依托作了阐述.     

Rebuilding Ukraine's hollow State: Developing a democratic public service in Ukraine

This article describes assistance that is being provided as part of an institution building project with a view to making a lasting impact on the development of a democratic public service of Ukraine. It explains the nature of the project and the strategies adopted to overcome difficulties. It compares and contrasts approaches adopted by technical assistance projects in assisting administrative reform. It also examines the special nature of the Ukraine project that arises out of the distinctive context and needs of Ukraine. The article continues by examining the role of external assistance in validating the Ukrainian Institute of Public Administration and Local Government's Masters in Public Administration and the contribution made to the development and delivery of the Masters programme. A special feature of the project is the series of one-month internships when IPALG students visit London. The internship programme allows students to identify aspects of UK experience relevant to changes that Ukraine wishes to make in its administrative culture. As part of this programme, students are placed in government organizations and NGOs. The placements are complemented by a series of change management seminars that enable students to evaluate options for change, to assess their own role in the change process and recognize the key stages in the change process. The project team has undertaken a full evaluation of the first presentation of the programme and the article presents the findings.     

从权力行政到服务行政

二十世纪末期,西方各国政府为适应经济发展,开始变革其传统的公共行政模式,提出了市场模式、参与模式、灵活模式和非管制模式等现代公共行政模式.中国自改革开放以来,各级政府一以惯之的以命令行政、人情行政、经验行政、多层行政、受控行政和身份行政为基本特征的传统权力行政模式开始受到冲击.政府管理开始探索适应社会主义市场经济体制的新公共行政模式.以承诺行政、制度行政、技术行政、参与行政、自主行政和契约行政为基本特征的服务行政模式是中国政府未来理想的公共行政模式之选择.中国政府在转型时期的公共行政模式处于发展之中,以变革求适应,将会以权力--服务混合行政模式作为其过渡模式.     

From a Positive to a Cultural Science: Towards a New Rationale for Political Studies

This article surveys developments in recent social theory in the course of outlining a new rationale for Politics following the subject's own expansion and in the light of developments in post-empiricist thought. It suggests reasons for thinking of Politics as a cultural rather than a positive science. It outlines a number of core or primary political problems which comprise the intellectual foundations of the discipline. It suggests, overall, that Politics is especially concerned with maintaining and improving the viability of human association(s) in the light of conditions created by the rise and expansion of complex societies.     

公共管理（学）的概念及与行政管理学的关系

公共管理学与行政管理学的关系是近几年我国学术界的一个研究热点,因为,弄清楚这一问题,直接关系到能否对公共管理、行政管理学科的准确把握和深入研究。通过对西方公共管理学产生的背景及其主要内容的探讨,分析了中国社会发展对行政管理改革的要求,并结合当前我国学术界对此争论的主要观点,论述了应如何看待公共管理学及其与行政管理学的关系问题。     

Informational limits to democratic public policy: The jury theorem, yardstick competition, and ignorance

Condorcet’s jury theorem provides a possible explanation for the success of democracies relative to other forms of government. In its modern form, the jury theorem predicts that majority decisions are well informed, because they are based upon far more information than possessed by any single individual. On the other hand, it is evident that democratic politicians and policies are not always as good as the jury theorem implies they should be. This paper uses simulated elections to explore the power and limitations of majority rule as an estimator of candidate quality or policy effectiveness. The simulations demonstrate that slightly informed voters can make very accurate choices among candidates using majority rule. However, as the ratio of slightly informed voters relative to ignorant voters falls, the accuracy of majority decisions declines. The latter implies that institutions, policies, and technologies that promote the dissemination of information also tend to improve the efficiency of democratic governance.     

Mandelafying the public service in South Africa: Towards a new theory

A surfeit of service delivery disapprovals in South Africa is a clear reflection of the failure of the Public Service of South from the local, provincial, and national government to effectively and efficiently deliver service to its citizenry. The rise in a dissatisfied citizenry stems from a precise social realization, which envisions the failure of the state to deliver services to the public in an impartial, responsible, translucent, and befitting manner. This has resulted in widespread service delivery protests, which has become the most famous form of response to poor service delivery by frustrated citizens. This article argues for the mandelafication of the South African public service against the background of a cocktail of factors ranging from corruption, lack of transparency and accountability, incompetence, and lack of commitment to work ethics personified by Mandela. The article further argues for the upholding of the dominant constructs in which this mandelafication is grounded in such as proper ethics, humanitarianism, transparency, accountability, empathy, and selflessness, which characterized Nelson Mandela.     

Modern leadership principles for public administration: time to move forward

The historical aversion to effective leadership in American public administration literature imposes a troubling controversy over the appropriateness of nonelected public leaders being allowed to exercise the authority and capability to make decisions regarding the direction, focus, and intensity of their organizational efforts. Using principles from distributed, transformational, and authentic leadership theories, we propose a new public leadership theory that addresses the emerging unique characteristics of the public sector and test this theory using three administrations of the Federal Human Capital Survey. Results show strong support for the application of these theories in the public service. We advocate for the research and teaching of modern leadership of these theories in the public administration field. Copyright © 2012 John Wiley & Sons, Ltd.     

From patronage politics to community deliberation: the recent experience of democratic school management in Brazil

The article discusses the limits and possibilities of school empowerment within education systems plagued by pervasive patronage politics. The analysis focuses on reform initiatives implemented by Brazilian sub‐national governments throughout the 1980s and 1990s to allow for the election of school principals by parents, teachers and students. Until the implementation of this reform, state and local authorities had relied on the school system as a source of patronage resources, and principals were nominated according to political criteria. The new system of democratic school management was expected to undermine this patronage‐based system and foster community participation in school decisions. The article relies on secondary evidence to assess the impact of school elections in what concerns the participation of parents, students and teachers in school affairs and the relationship between schools, party politicians and education administrators. It concludes that high levels of social inequality and the lack of a universalistic and effective system of welfare provision constitute serious obstacles to the empowerment of disadvantaged groups in developing societies such as Brazil. On the other hand, the article argues that school empowerment has the potential to undermine resilient patronage structures, by introducing universalistic mechanisms of decision‐making and making school administrators more accountable to their constituencies. Copyright © 2007 John Wiley & Sons, Ltd.     

Intersectoral differences in public affairs: the duty of public reporting in public administration

Public reporting is a requirement for public affairs practitioners in public administration because of the democratic context in which government operates. By reporting to the public‐at‐large on agency activities, government agencies contributed to an informed citizenry, the essential foundation of a democracy. For public affairs in business administration and non‐profit administration, public reporting is desirable rather than mandatory. Public reporting was traditionally accomplished indirectly, through news media coverage of government. However, recent research suggests a diminution of interest by the media in fulfilling its role as an instrument of democracy. This means that the public reporting obligation of public affairs professionals in public administration needs to shift to direct reporting, through such products as annual reports, newsletters, TV programmes, Internet websites etc. Copyright © 2002 Henry Stewart Publications.     

The nature of managerial work in the public sector: An African perspective

It has been asserted too often that the development of non-western countries—those of Africa, in particular—is highly dependent upon their assimilation of western management techniques. Yet, the applicability of western management techniques to a non-western cultural milieu remains the subject of debate in the public administration and management literature. Much of the management development literature since the mid 70s has dealt with the replicability of Mintzberg's partition of the nature and contents of the manager's activities in diverse western work settings, in the US primarily. Few attempts have been undertaken to test Mintzberg's findings in non-western settings. In this article, the authors attempt to partially fill this gap in the literature. More specifically, the authors investigate the degrees to which the management roles identified in the US can be applied generically to the public sector in the African context. The findings indicate that perceptions of management roles at the macro level are highly consistent across cultural boundaries. Significant differences, derived primarily from the historic experience of colonial administration and the contingent micro level impact are also noted. The implications of these findings for the design and implementation of management training programmes in Africa are explored.     

From weakest-link to best-shot: The voluntary provision of public goods

It has traditionally been assumed that the socially available amount X of a public good is the simple sum of the separate amounts x _i produced by the i = 1, ..., I members of the community. But there are many other possibilities of practical importance. Among them are: (i) Weakest-link rule, where the socially available amount is the minimum of the quantities individually provided, and (ii) Best-shot rule, where the socially available amount is the maximum of the individual quantities. The former tends to arise in linear situations, where each individual has a veto on the total to be provided (e.g., if each is responsible for one link of a chain); the latter tends to arise when there is a single prize of overwhelming importance for the community, with any individual's effort having a chance of securing the prize. In comparison with the standard Summation formula of ordinary public-good theory, it is shown that underprovision of the public good tends to considerably moderated when the Weakest-link function is applicable, but aggravated when the Best-shot function is applicable. In time of disaster, where the survival of the community may depend upon each person's doing his duty, the conditions for applicability of the Weakest-link rule are approximated. This circumstance explains the historical observation that disaster conditions tend to elicit an extraordinary amount of unselfish behavior.     

Training and public sector reform: an integrated approach

This article is partly a response to McCourt and Sola ( 1999 ), who raised a number of important observations about the role and limitations of training in promoting public sector reform in Tanzania. In particular, their discussion of the relationship between individual and organizational change is referred to. The article outlines a possible alternative to the straight training approach to capacity building, and suggests it as a possible model for the kind of OD intervention mentioned in McCourt and Sola, The author describes a programme of capacity building for rural district councils in Zimbabwe, which tried to avoid the mistakes of earlier public sector training programmes. In discussing ways of integrating human resource development into programmes of capacity building and public sector reform, the article adds to the debate about process and blueprint approaches as discussed in this journal by Cook, ( 1997 ), Blunt ( 1997 ) and others. The article concludes with an attempt to assess some of the achievements and failures of the training programme after the initial three years. It draws attention to some of the external factors in the programme operating environment which combine with the internal coordination and management aspects, in determining the overall achievement of such a complex programme. Copyright © 2001 John Wiley & Sons, Ltd.     

Participatory planning as a deliberative democratic process: a response to Hodgson's critique

This paper is a response to Hodgson's recent critique of our model of participatory planning through negotiated co-ordination. His critique focused on four issues: the coherence of our distinction between market exchange and market forces; our understanding of tacit knowledge; the scope for innovation in our model; and the alleged problems of information overload and cognitive limitations. In this response we argue that Hodgson misinterprets our model as being based on the aggregation of individual preferences, whereas it is in fact a model of participatory planning through a process of deliberative democracy.     

Public administration reform in Vietnam: problems and prospects

Public Administration Reform (PAR) in Vietnam is an ambitious programme that seeks to implement ‘rule by law’ within a centralized, state management framework. It is a political strategy by the key party and state officials with the aim of institutionalizing and legitimizing the transition to the ‘socialist market economy’ through creating a dependable system of rule‐bound public administration. This programme has received extensive donor support. In the content and trajectory of PAR, external models and technical assistance are influential but the political struggle over control of state resources shapes the process. This is seen in the attempts to constitutionalize the powers of state organs and to distinguish them from the party; to separate owner and manager roles and to replace political with economic criteria in the operation of state owned enterprises; to combat corruption in ‘street level’ decision making; to rationalize the machinery of government; to create a centrally managed, professional civil service; and to reform the system of public finances. In each of these areas, there is resistance to reform proposals and evidence of implementation gaps. In these circumstances, concentration of donor support on the centrally managed PAR programme is a high risk strategy. Continued support for local, ‘bottom‐up’ reform initiatives could help sustain the demand for reform. Copyright © 2002 John Wiley & Sons, Ltd.