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241.
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. 相似文献
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Ian Harris 《Society》2010,47(5):375-376
Social Science and the Public Interest
Social Science and the Public Interest September/October 2010 相似文献244.
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A growing awareness among officials in Haiti of the need for public service reforms has resulted in the reorganization and revitalization of the country's Administrative Reform Commission (Commission Administrative). At present there is no uniformity in organization, procedures, regulations or remuneration between the different government agencies. The bureaucrats have little security and the bureaucracy is completely dominated by the executive branch of government. Coupled with this, owing largely to the budgeting system, the public service has developed into virtually two separate services, one dealing with development and the other with recurrent tasks. The number of public servants has doubled in the past decade. The Administrative Reform Commission has identified its priorities including the creation of a unified career service system, a restructuring of the bureaucracy and decentralization. This article comments on the Commission's proposals and the problems of implementing them. 相似文献
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