This article analyzes the civil society dimension and pays particular attention to the role of civil society's organizations within the EU's Eastern Partnership's governance and networking processes. The study is based on the EU's documents' analysis and the data of qualitative interviews conducted between 2011-2014 from the respondents of the EU's institutions (European Commission, EEAS, EP), member states' representations in Brussels, and the members of the Eastern Partnership civil society forum created in 2009. The study shows that the representatives of civil society organizations are seeking to be involved and are existent in most of the stages and interactional modes of the EU's relations with the Eastern Partnership countries, and this process predicts the conditions for the emergence of international governance in the Eastern neighborhood space. On the other hand, the representatives of CSOs are complaining about not being involved enough in the negotiations deciding over the Association or other kind of agreements between the EU and their (EaP) country.
This article analyzes the civil society dimension and pays particular attention to the role of civil society's organizations within the EU's Eastern Partnership's governance and networking processes. The study is based on the EU's documents' analysis and the data of qualitative interviews conducted between 2011-2014 from the respondents of the EU's institutions (European Commission, EEAS, EP), member states' representations in Brussels, and the members of the Eastern Partnership civil society forum created in 2009. The study shows that the representatives of civil society organizations are seeking to be involved and are existent in most of the stages and interactional modes of the EU's relations with the Eastern Partnership countries, and this process predicts the conditions for the emergence of international governance in the Eastern neighborhood space. On the other hand, the representatives of CSOs are complaining about not being involved enough in the negotiations deciding over the Association or other kind of agreements between the EU and their (EaP) country.
This article analyzes the civil society dimension and pays particular attention to the role of civil society's organizations within the EU's Eastern Partnership's governance and networking processes. The study is based on the EU's documents' analysis and the data of qualitative interviews conducted between 2011-2014 from the respondents of the EU's institutions (European Commission, EEAS, EP), member states' representations in Brussels, and the members of the Eastern Partnership civil society forum created in 2009. The study shows that the representatives of civil society organizations are seeking to be involved and are existent in most of the stages and interactional modes of the EU's relations with the Eastern Partnership countries, and this process predicts the conditions for the emergence of international governance in the Eastern neighborhood space. On the other hand, the representatives of CSOs are complaining about not being involved enough in the negotiations deciding over the Association or other kind of agreements between the EU and their (EaP) country.
The functions and powers of local self-governance are broadly discussed at all levels of government institutions, non-governmental organizations and communities. There is an expressed position that local communities and their local self-governing institutions should be given the power of subsidiary decision making in locally specific issues. However, year after year, the unanimous attitude is suppressed by financial and fiscal dependence upon the central government, unreasonably large territorial units with high population density. These circumstances limit down the decision-making and, moreover, the implementation of the decisions. From this point of view, the financial and fiscal powers of local self-governing institutions and, consequently, the decision-making strata are significantly different from those in other Baltic and Central European countries, as well as Scandinavian states. This article deals with the analysis of local self-governing administration in terms of its fiscal and financial empowerment, the size of the local communities and its impact on decision-making. A comparison is drawn with Scandinavian, central European and Baltic countries. ; Lietuvos vietos savivaldos funkcionavimo bei jos galių klausimu daug diskutuojama įvairių lygių valdžios institucijose, visuomeninėse organizacijose, bendruomenėse. Vieningai pritariama, jog būtina suteikti didesnes galias pačioms bendruomenėms bei jų išrinktoms vietos valdžios institucijoms spręsti tas problemas, kurias jos geriausiai išmano (subsidiarumas). Deja, metai iš metų, kalbant apie vietos savivaldos galių didinimą, nesikeičia vietos savivaldos finansinė ir fiskalinė priklausomybė nuo centrinės valdžios, lieka nepagrįstai dideli savivaldybių teritorijos dydžiai (gyventojų kiekis). Tai lemia ribotas sprendimų priėmimo galimybes, jau priimtų sprendimų įgyvendinimą. Lietuvos vietos savivaldos finansinis ir fiskalinis savarankiškumas bei iš to sekanti sprendimų priėmimo galimybė gerokai skiriasi nuo kitų Baltijos bei Vidurio Europos ir Skandinavijos valstybių. Šis straipsnis skirtas mūsų valstybės vietos savivaldos fiskalinio bei finansinio savarankiškumo bei savivaldybių dydžių palyginti su Skandinavijos, Vidurio Europos ir Baltijos valstybėmis nulemtai sprendimų priėmimo galių analizei.
While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities. ; Sprendžiant visuomenėje ir ekonomikoje kylančiais sudėtingas problemas ir siekiant užtikrinti tvarų socialinį ir ekonominį valstybės vystymąsi, tradiciniais laikyti viešojo valdymo modeliai ir metodai tapo neveiksmingi. Straipsnyje aptariama viešojo valdymo modelio, kuris leistų sumaniai veikti dinaminėje aplinkoje sprendžiant kompleksines problemas, paieškos ir pagrindimas. Straipsnyje, remiantis viešojo valdymo iššūkiais ir pagrindinėmis reformų kryptimis, yra pateikta sumanaus viešojo valdymo koncepcija ir išskirtos dimensijos. Sumanus viešasis valdymas įvardijamas kaip valdymo modelis, pasižymintis suinteresuotųjų dalyvavimu ir tinklaveika grįsta veikla, kai, remiantis savalaike ir kompleksine informacija, priimami sąlygas atitinkantys racionalūs sprendimai, pasirenkamos jų įgyvendinimo struktūros ir procesai, technologijos ir priemonės. Tam sumanaus viešojo valdymo dimensijos – strateginis judumas, horizontalus valdymas, bendradarbiavimas sąveikoje ir įgalintas pilietiškumas – turi būti integruotos į sistemos struktūras ir procesus bei reikštis per bendrą etosą ir kultūrą.
While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities.
While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities.
While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities.
The article analyses the relationship between decision making and structural changes of New Public Governance. The authors emphasize that in the process of evolution of public governance, the effectiveness of preparation and implementation of decisions is a very complex, multi-dimensional issue. Its success is based on the entirety of elements and factors of both internal and external environments. Specific attention is given to application of meta-analysis, theoretical simulation, analog and other methods in analysis of decisionmaking external environment. It is proved that qualitative parameters of contemporary decisions in public sector are directly dependent on the pace of Public Governance evolution in establishment of new, more effective, innovative and democratic principles and methods of public sector governance. ; Straipsnyje analizuojama sprendimų sąveika su pokyčiais naujojo viešojo valdymo struktūroje. Akcentuojama, kad viešojo valdymo evoliucijoje sprendimų rengimo ir įgyvendinimo efektyvumas yra itin kompleksinė, daugiadimensė problema, kurios sėkmingą sprendimą lemia organizacijos vidinės ir išorinės aplinkos elementų ir veiksnių visuma. Straipsnyje itin daug dėmesio skiriama sprendimų rengimo išorinei aplinkai analizuoti, taikant metaanalizės, teorinio modeliavimo, analogų ir kt. metodus. Pagrįsta, kad šiuolaikinių sprendimų viešajame sektoriuje kokybiniai parametrai yra tiesiogiai priklausomi nuo viešojo valdymo evoliucijos tempų įtvirtinant naujus, efektyvesnius, inovatyvesnius ir demokratiškesnius viešojo sektoriaus valdymo principus ir nuostatas.
While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities.
The purpose of this article is to analyse theoretical-methodological aspects of preparing public organization for the implementation of transformational changes and improvement of organizational performance, establishing the preparing complexity in organization strategy directions. The process of preparing public organization for accepting a change includes many elements: analysis of internal and external environment, identification of different theoretic attitudes for improving organizational performance methodology, typology of changes and best modern governance practice cases. The main tasks of the study are to accentuate the impact features of global changes to public sector organization development and to identify the role of organizational culture and successful leadership ensuring the implementation of strategy tasks. The essential ingredients of preparing public organization to accept a change are the following: quality of global change analysis, identification of the need for modernization, reform and innovation, creation capabilities to improve performance management in all kinds and levels of governance structures. Additionally, preparing to accept a change requires development of new forms and levels of organizational leadership regulatory responsibilities, creation of new governance strategies and implementation of modern control methods. Public sector organizations in achieving the goals use network based strategies as a modern sophisticated form of strategic governance. The article describes preparing public organization to accept the change partly as the product of innovation installing in public governance. To understand the change typology and decomposition and its role in public governance modernization, from staff and all level organization managers requires to improve administration creativity, getting the abilities to install radical changes, avoiding risk and preparing new models for recovering change governance process. ; Straipsnyje analizuojamas viešųjų organizacijų veiklos tobulinimas XXI a. pradžioje yra tiesiogiai sietinas su valdymo kompleksiškumo įtvirtinimu valstybės institucinių sistemų funkcionavime. Itin svarbią vietą viešojo valdymo kompleksiškumo struktūroje užima institucinių, technologinių ir socialinių pokyčių valdymas, reikalaujantis iš viešojo sektoriaus organizacijų pasirengimo keisti tradicines viešojo valdymo vertybes, nusistovėjusias tradicijas, veiklos struktūrines-funkcines dimensijas. Globalios aplinkos sąlygos iš viešojo valdymo institucijų reikalauja radikalios organizacinių struktūrų transformacijos, itin plataus viešojo valdymo lygių ir rūšių lauko reformų. Straipsnyje, naudojant kompleksinio požiūrio į pokyčių valdymą instrumentines galimybes, taikant metaanalizės, sinektinį, teorinio modeliavimo, lyginamosios analizės, klasifikavimo, interpretacinius metodus, siekiama atskleisti strateginio valdymo, organizacinės kultūros, valdymo procesų kaitos modeliavimo lygmens reikšmę viešųjų organizacijų pasirengimo pokyčių valdymui elementams. Autoriaus pastangos yra sufokusuotos į viešųjų organizacijų veiklos kokybinių charakteristikų išskyrimą. Dominuojantis analizės vektorius yra vidinės ir išorinės organizacijų aplinkos skenavimo būtinumo išskyrimas, siekiant aiškiau identifikuoti veiksnius ir faktorius, nuo kurių priklauso organizacijų pasirengimo pokyčių valdymui kokybė, ir determinuojant indikatorius, būtinus vertinant pasirengimo pokyčių valdymui strategijas, programas, organizacinių sprendimų lygmenį bei organizacijų pasirengimo pokyčių valdymui modeliavimo kokybinius parametrus.
The methodology of public governance has only been analysed recently. The methodology of public governance consists of a collection of concepts, ideas, reforms, degrees and other problems of theory. The role of methodology is important in the field as applied, practical and interdisciplinary as public governance. The study analyses how public administration theory developed at the end of the twentieth and at the start of the twenty-first century. The article examines the theories of public sector practice, such as theories on public organization behaviour, public management, and public policy implementation in a global environment. Theories on bureaucratic politics seek to explain how the politics–administration dichotomy is transforming from the traditional theoretical framework to the new democratic systematic framework and to a new understanding of public governance democratization, which is central in today's organizational theory. The primary issue addressed in the article is the development of public administration and governance theory in the period of globalization and modernization, and changes in the definition of the role of theory in public governance. ; Straipsnyje analizuojama šiuolaikinio viešojo valdymo metodologijos galimybės tobulinant viešųjų institucijų veiklą, efektyvinant viešosios politikos ir viešųjų programų bei projektų įgyvendinimą. Daugiausia dėmesio yra skiriama bendrųjų sociologinių ir specifinių viešojo valdymo teorijų vietai ir vaidmeniui demokratizuojant viešąjį valdymą šiuolaikinėmis globalizacijos sąlygomis. Valdymo demokratizavimo metodologijos problema aptariama remiantis visuotinai viešojo valdymo teorijoje priimta nuostata, kad metodologija (Ch. E. Lindblom, J. E. Lane, J. Dewey, D. Easton ir kt.) suprantama kaip mokslinių tyrinėjimų srities tyrimo logika ir kaip organizacijų bei individų praktinės-intelektualinės veiklos logika.
У статті розглядається глобалізація та її вплив на державне управління з точки зору синергетики. Автор аналізує феномен зменшення ролі національних держав під впливом глобалізаційних процесів на основі методології синергетики, теорії управління в умовах невизначеності та багатовекторності. Практика глобалізації останніх років показує, що методи синергетики використовуються конструкторами нового глобального світу для дезорганізації тих соціальних систем, які не відповідають їхнім вимогам. Одним з методологічних аспектів обгрунтування цього процесу є залучення ідей теорії хаосу для обґрунтування постмодерністської філософії. Можна констатувати, що глобалізація, вписуючись у синергетичну парадигму, з одного боку, прагне підсилити тенденцію до стійкості державного управління, оскільки збільшує число загальних цивілізаційних факторів, що піддаються керуванню і контролю. Але, з іншого боку, вона ж призводить до зростання нестійкості державного управління, оскільки ускладнює взаємодію держави з іншими політичними акторами, в першу чергу з бізнесом, робить їх усе більше динамічними і нелінійними. ; The article deals with globalization and its impact on governance in terms of synergy. The author analyzes the phenomenon of reduction of the role of national states under the influence of globalization processes on the basis of synergetic methodology, management theory under uncertainty and multidirectional. Practice globalization of recent years shows that the methods used by the designers of the new synergy of global peace for disruption of social systems that do not meet their requirements. One of the methodological aspects of the justification of this process is to involve the ideas of chaos theory to justify postmodern philosophy. We can conclude that globalization paradigm synergistic blend of, on the one hand, seeks to strengthen the trend towards sustainability of the government as civilization increases the number of common factors amenable to management and control. But on the other hand, it also increases the ...
The article highlights the education community, drawing the community as a strengthening of local government units; debate on the participation of community members in self-governance process. The article discusses the case study; exposing the local community (Kupiškis district) participation in political and cultural life of the community, directly to the (self) pulling into municipal development processes and public civil debate edge business development actualities positioning. Concerned members of the community competencies, activities and feel, the presentation of their region as a smart social space of the region, in support of a competitive advantage in the global market – i.e. community participation, the promotion of entrepreneurship in the region; the development of tourism, the use of existing natural, cultural and other resources.
The article analyzed and summarized the challenges of resolving public policy implementation and public service delivery problems in the evolution of public sector changes – from new public management to new public governance – based on new ideological normative, values and complexity of interorganizational relations, network governance, new level of contract governance. The main goal and tasks of the article are to analyze the essence of strategic view and features in new public governance ideology, to explain the main problems and specific factors inhibiting strategic thinking and the mission of strategic thinking and strategic governance in the whole of public governance tools in the start of XXI century. The efforts to identify main indicators and criteria of new public governance are done in the article. However, to encompass a lot of formation, implementing and evaluating the first steps of new public governance, and generally to assess new public governance theoretical concepts and best practice as whole is impossible. The article attempts to contribute to this effort by presenting, explaining, describing the elements and factors of new public governance: the development of analytical leans for strategic thinking in decision making, better communication in interorganizational perspective, new level of requirements to democratic mediation of stakeholder interests, implementing social responsibility of organizations, the transparency and prevention of corruption at all levels and networks of governance. ; Straipsnyje analizuojami šiuolaikinio viešojo valdymo etapo pokyčiai, iš kurių svarbiausias yra naujosios viešosios vadybos kaip vadybinės ideologijos inkrementinis evoliucionavimas į naująjį (gerąjį) viešąjį valdymą. Straipsnyje išskiriamos naujojo viešojo valdymo indikatorių, sąlygojančių faktorių diagnozavimo galimybės, bandoma apibrėžti besiformuojančius teorinius naujojo viešojo valdymo dekompozicinius elementus. Siekiama identifikuoti esminius valdymo evoliucijos pokyčius, kryptis ir elementus – tokius kaip tarpsektorinę integraciją, tinklaveiką, įvairių rūšių ir formų bei struktūrų partnerystę, strateginio mąstymo ir veiklos kokybinius pokyčius ir naujojo viešojo valdymo strateginį pobūdį formuojant ir įgyvendinant viešąją politiką. Svarbiausia grandis, jungianti naujojo viešojo valdymo sisteminius elementus, yra valdymo demokratizavimo kryptingumas, humanizuojantis valdymo procesus, metodus, akcentuojantis viešojo valdymo struktūrų, vadovų ir viešojo sektoriaus vadybininkų socialinę atsakomybę už piliečių – tiesioginių viešųjų paslaugų gavėjų – vilčių ir lūkesčių realizavimą.