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"This book looks at the state of governance in countries of Developing Asia, i.e., the poorer countries in the region and those with inadequate creditworthiness and with risk of debt stress. It assesses the state of public sector management and their attempts at governance reforms in these countries. It further considers the space for these countries to initiate and sustain reforms in a few key areas of public policy, including (i) generating more resources domestically, (ii) reforming the state-owned enterprises so that primarily governments do not lose a lot of resources in the form of subsidies; (iii) strengthening local governments so that services can be provided more effectively; and (iv) strengthening the agencies of government such that public sector functions, such as service delivery, are better and more effectively delivered. The book's main conclusion is that while countries in Developing Asia have had difficulties in instituting governance and public sector reforms, the scope for doing so has never been better"--

This authoritative, up-to-date resource will become the standard reference on the theory and practice of public management around the world. Public management addresses strategy, policy processes, and governance as well as the bureaucratic concerns of public administration. Reflecting this diversity, the Dictionary incorporates concepts from various other fields including economics, political science, management, sociology, and psychology. The reference draws from an extensive literature base including books, journals, websites, research reports, government proceedings, legal documents, and in.

The notion of capability—including that of organizational capability—has been studied extensively in the literature. The standard treatment on this subject matter has tended to focus on building the capacity of its human resources since its impact on the ability of the organization to fulfil its mandates has been well recognized. In looking at the broader concept of organizational capability, however, consideration must be given to the assertion that an organization does not work in a vacuum and that its external environment plays a key role in shaping the manner in which it works. Since the environment tends to be complex and turbulent, the introduction of uncertainty and risks in the analysis makes the notion of organizational capability murkier. This article argues that one way of dealing with this constraint is to look at capability as being derived from its sequential relationship with results and strategy, and which affords governments a more holistic picture. It also argues that by preparing organizational statements of intent (sois), public organizations are better able to understand their environments as well as convey purposeful action to Parliaments. Empirical evidence from application of sois in public agencies shows that they are useful tools for governments to consider applying seriously.

The New Public Management (NPM) reforms brought about in the 1990s have substantially altered the environment in which agencies mandated to provide policy advice to ministers do their work. Yet, cross–jurisdictional evidence tends to show that systems in place in these policy shops generally do not reflect the rigour that is needed to analyse and render quality policy advice. As one possible remedy, this paper suggests that use of rigorous evidence–based analysis (EBA) to inform the policy advice function be made an integral part of the policy shops' learning and information protocol. EBA is a useful tool in assisting the agencies to demonstrate their adherence to a quality assurance system.

With the recent introduction of the Grameen Bank methodology in microcredit programs, it is hoped that rural development will finally impact poverty alleviation in Nepal. However, extreme poverty & hostile topography, & hence lack of markets, make it very difficult for any microcredit program to have much impact. It is argued here that the government should continue to place heavy emphasis on two key issues in any future program: expansion into the hills & mountain regions & specifically targeting poor women. Without these two elements, no microcredit program is going to have much impact on poverty reduction. 2 Tables, 1 Figure, 17 References. Adapted from the source document.