Suchergebnisse

Intro -- Contents -- Acknowledgements -- 1: Introduction -- 2: Comparison of Civil Service Reforms:Issues of Theory and Methodology -- 3: The Russian Civil Service: Evolution, Status and Reform Capacity -- 4: Reform of the Russian Civil Service: Who Will Win this Time - Bureaucracy or Politicians? -- 5: The Czech Civil Service: Historical Legacy, Current Situation and Capacity for Reform -- 6: Reform of the Czech Civil Service: Internal Imperative or External Pressure? -- 7: Comparative Analysis of Civil Service Systems in the Russian Federation and the Czech Republic: is there more Differences or Similarities? -- 8: Comparison of Civil Service Reforms in Russia and The Czech Republic: Dynamics, Dimensions and Explanatory Factors -- 9: Findings and Conclusions -- Bibliography -- Summary -- Samenvatting -- Curriculum Vitae -- Annex 1 -- Annex 2 -- Annex 3.

International experience in combating corruption is relatively easily identify the causes and single out the societies with high levels of corruption in their bureaucracies and private sectors. It is much more difficult to prescribe effective remedies and even more problematic to get new approaches applied in an appropriate and sustained fashion. This is particularly true with respect to the post-communist countries that embarked on the road of transition to a new economic and political reality over a decade ago. Making significant advances along this road has turned out to be much more difficult than expected at the beginning and has revealed risks and obstacles not anticipated. The article explores to what extent the task of containing corruption was on the agenda of public management reforms in these countries, the impact of these reforms on the level of corruption, if any, and seeks to identify more effective approaches for combating corruption in transitional states.

A response to a book review of Civil Service Reform in Post-Communist Countries: The Case of the Russian Federation and the Czech Republic by Attila Agh.

The roles and functions of the state in contemporary societies, cultures and economies have expanded to respond to numerous present-day challenges including that of coping with fiscal stress, economic recession and instability. These challenges have accelerated the need for development of more effective, and in some cases less costly, state and public institutional management capacity to recognize, plan, decide and implement workable and politically feasible solutions. Capacity building and development of core public management systems is needed to strengthen the ability of the state to generate methodologies, strategies, and actions to assist public and private sector organizations, communities and individuals in improving performance in the design and delivery of a wide variety of assistance programs and services. This has required and will require in the future enhanced leadership on the part of public officials, increased accountability of public managers and management systems and greater focus on the integrity of governance, economic and social institutions. Recent events clearly demonstrate that development of public management system capacity must be based on a clearer awareness of the growing complexity of global economies and the need for carefully coordinated strategies and innovative approaches to cope with the challenges at hand.

The roles and functions of the state in contemporary societies, cultures and economies have expanded to respond to numerous present-day challenges including that of coping with fiscal stress, economic recession and instability. These challenges have accelerated the need for development of more effective, and in some cases less costly, state and public institutional management capacity to recognize, plan, decide and implement workable and politically feasible solutions. Capacity building and development of core public management systems is needed to strengthen the ability of the state to generate methodologies, strategies, and actions to assist public and private sector organizations, communities and individuals in improving performance in the design and delivery of a wide variety of assistance programs and services. This has required and will require in the future enhanced leadership on the part of public officials, increased accountability of public managers and management systems and greater focus on the integrity of governance, economic and social institutions. Recent events clearly demonstrate that development of public management system capacity must be based on a clearer awareness of the growing complexity of global economies and the need for carefully coordinated strategies and innovative approaches to cope with the challenges at hand.

The paper explores the peculiarities of the current system of public administration in India, the role and functions of civil servants and their interface and relations with politicians. It delienates existing main problem areas and outlines certain "remedy" actions to overcome current difficulties and raise performance of the national bureaucracy, in particular - its ability to deliver timely and better quality public services. The findings and inferences of the accomplished research are largely based on the analysis of the performance of Indian civil servants in the current administrative and political setting, specifically at the regional and local levels. The colonial legacy of civil service still persists in this fast-changing era of globalization. It is in this context that civil service reform constitutes a quintessential element of the system of good governance. The study focuses on the internationally recognized experience of the regional administration in Kerala State, focused on the successful mobilization of citizens, businesses and street level bureaucrats to withstand the impact of the pandemic. The relative success of Kerala in addressing key issues of survival for tens of thousands of citizens is largely explained by the ability of the regional and local governments to encourage and coordinate stakeholders in their joint anti-coronavirus efforts and support innovative grassroots intiatives.