Hasil Pencarian  ::  Simpan CSV :: Kembali

"ABSTRACTIt is widely believed that fire alarm oversight (i.e., reactive oversight that responds to the complaints of interest groups) rather than police patrol oversight (i.e., precautionary congressional surveillance), better promotes the performance of government agencies by efficiently reducing bureaucratic moral hazard. However, fire alarm oversight can lead to bureaucrats being falsely accused by interest groups who provide biased information to members of Congress of failure to properly implement a policy, thereby causing an unnecessary administrative delay in public management. This article suggests a formal model that compares fire alarm and police patrol oversight and examines the development of congressional oversight mechanisms in the United States. "

"Public management is undoubtedly an acknowledged area of management science, but with meager empirical research. This book takes this challenge and presents a rare analysis of public management from the perspective of 12 Prime Ministers of Poland who governed between 1989 and 2014. The author features the concepts, practice and challenges of public management by making use of direct interviews with the Prime Ministers according to the classical management functions of planning, organization, direction and controlling. The book also presents a theoretical inquiry which redefines public management by breaking away from the traditional paradigm of public management, and introducing a 'mega-organizational' understanding of the state within new institutional economics."

"Summary: "Preface Theory to Practice Advancing the "science, processes, and art of public administration" has long been a central animating purpose of the American Society for Public Administration (ASPA). Such a mission today involves practitioners and scholars providing answers to what is arguably the central animating question facing societies worldwide: how, when, and with what implications for the values treasured in a democratic republic can we best harness for public purposes the dynamism of markets, the passion and commitment of nonprofit and nongovernmental organizations, and the public interest-oriented expertise of the career public service at all levels of government. But dialogue between practitioners and academics has increasingly become the exception rather than the rule in contemporary public administration circles. With this set of challenges in mind, the then-new PAR editor Richard Stillman and managing editor Jos Raadschelders generously asked me to develop a feature for the journal that would be tailored to the information needs of practitioners while simultaneously affording scholars state-of-the-art summaries of the status of current research. As such, my interrelated aims as editor of Theory to Practice (T2P) were fourfold: Afford opportunities for academics, practitioners, and pracademics to inform each other's work in the hope of advancing both practice and theory building in public administration, Facilitate cross-disciplinary, cross-sectoral (public, private, and nonprofit), and cross-professional exchanges that break down contemporary tendencies toward fragmentation and "stovepiping" of knowledge applicable to both practice and theory"

"Public organizations are now requested to continually increase its service quality to be able to compete with the private sector which is continually expanding to respond to the environmental changes. One of the new paradigm in the management of the public sector is known as the New Public Management (NPM), in which, according to some research conducted by experts, the Traditional Model of Public Administration is no more suitable to the present organizational needs. A lot of work has been done towards the NPM approach, and the one, especially discussed in this writing, is the adoption of the Performance Management System (PMS) as realized by the private sector. This is because the performance measurement at the traditional model does not include the periodical evaluation towards the program as well as the individual. This measurement is also more leaning towards the economic perspective (input oriented) in which the connection between input cost and the goal has not yet been seen. For this purpose, some countries have tried to implement the PMS with some different conclusion. This writing tried to investigate whether the PMS is successful or has failed based on some literature research as conducted by some scholars in this field. On the other hand, problems which are related to the implementation of the PMS and its effect towards the public sector have also been evaluated. At the end of this writing some recommendation have been presented. It is certain that each organization has different characteristic which means that the implementation of the program should be adjusted to the uniqueness of the public sector organization."