Is it worth reforming PA?

Kenneth Kernaghan and Canadian Public Administration: Editor's Note and Remembrances

The recent debate on administrative bodies in international organizations has brought forward multiple theoretical perspectives, analytical frameworks, and methodological approaches. Despite these efforts to advance knowledge on these actors, the research program on international public administrations (IPAs) has missed out on two important opportunities: reflection on scholarship in international relations (IR) and public administration and synergies between these disciplinary perspectives. Against this backdrop, the essay is a discussion of the literature on IPAs in IR and public administration. We found influence, authority, and autonomy of international bureaucracies have been widely addressed and helped to better understand the agency of such non-state actors in global policy-making. Less attention has been given to the crucial macro-level context of politics for administrative bodies, despite the importance in IR and public administration scholarship. We propose a focus on agency and politics as future avenues for a comprehensive, joint research agenda for international bureaucracies.

The New Public Administration sought a public service whose legitimacy would be based, in part, on its promotion of “social equity.” Since 1968, several personnel changes congruent with the New Public Administration have occurred: traditional managerial authority over public employees has been reduced through collective bargaining and changes in constitutional doctrines; the public service has become more socially representative; establishing a representative bureaucracy has become an important policy goal; more emphasis is now placed on employee participation in the work place; and legal changes regarding public administrators’ liability have promoted an “inner check” on their behavior. At the same time, however, broad systemic changes involving decentralization and the relationship between political officials and career civil servants have tended to undercut the impact of those changes in personnel. The theories of Minnowbrook I, therefore, have proven insufficient as a foundation for a new public service. Grounding the public service's legitimacy in the U.S. Constitution is a more promising alternative and is strongly recommended. The New Public Administration, like other historical calls for drastic administrative change in the United States, sought to develop a new basis for public administrative legitimacy. Earlier successful movements grounded the legitimacy of the public service in high social standing and leadership, representativeness and close relationship to political parties, or in putative political neutrality and scientific managerial and technical expertise. To these bases, the New Public Administration sought to add “social equity.” As George Frederickson explained, “Administrators are not neutral. They should be committed to both good management and social equity as values, things to be achieved, or rationales. “(1) Social equity was defined as “includ[ing] activities designed to enhance the political power and economic well being of … [disadvantaged] minorities.” It was necessary because “the procedures of representative democracy presently operate in a way that either fails or only very gradually attempts to reverse systematic discrimination against” these groups.(2) Like the Federalists, the Jacksonians, and the civil service reformers and progressives before it, the New Public Administration focused upon administrative reform as a means of redistributing political power.(3) Also, like these earlier movements, the New Public Administration included a model of a new type of public servant. This article sets forth that new model and considers the extent to which the major changes that have actually taken place in public personnel administration since 1968 are congruent with it. We find that while contemporary public personnel reflects many of the values and concerns advanced by the New Public Administration, substantial changes in the political environment of public administration have frustrated the development of a new public service that would encompass the larger goals and ideals expressed at Minnowbrook I. Building on the trends of the past two decades, this article also speculates about the future. Our conclusion is that ultimately the public service's legitimacy must be grounded in the Constitution. Although its focus is on macro-level political and administrative developments, the broad changes it discusses provide the framework from which many contemporary personnel work-life issues, such as pay equity and flexitime, have emerged.

The article is devoted to the study of the legal status and powers of the prefect in the Fifth French Republic from the moment of the introduction of this position to the present day. A detailed analysis of the root causes that necessitated the creation of this position is conducted, as well as historical, social and political aspects that influenced the formation of the legal status, the granting of a certain category of powers and the delineation of the area of responsibility are considered. The basic ideas and concepts on which the prefect exercises his powers and performs management activities are worked out. All stages of reforming the prefect's institute, as well as the system of reforming local bodies of public administration in the plan of carrying out the reform of public administration decentralization in France, are considered. A study of the personnel training system for this government institute is conducted, all the advantages are analyzed and possible shortcomings of this educational system are taken into account. Approaches to the selection of personnel for the post of prefect are also considered. The procedure for appointing a prefect to the position, as well as the prospects and directions for promotion in various sections of the civil service, is analyzed. The article is currently relevant, as the experience of the French Republic in the field of decentralization of public administration over the past three decades will provide an opportunity to implement all positive aspects in the process of administrative and territorial reform in Ukraine. Given that, the French Republic is extremely close in terms of territory to Ukraine and has the same unitary form of government as our state, consequently the study of the experience of the policy of decentralization of the system of public authorities is of great importance for Ukraine, in terms of the decentralization reform launched in 2014. Since Ukraine is a country of the post-Soviet space, it, like other countries, is in the process of reforming and improving its public administration system, including the administrative-territorial system. Therefore, it is quite logical that for building a new state, which is based on democratic principles, using experience and experience, is successful and one of the leading leaders of the European Union and the global world as a whole, which has long-standing legal and administrative traditions, including in the field administrative-territorial system and organization of public authorities and administration, the French Republic is singled out as an example. Keywords: local self-government bodies, public service, decentralization, public administration reform, public administration.

Any opinions expressed in the chapters are those of the authors. Whilst Emerald makes every effort to ensure the quality and accuracy of its content, Emerald makes no representation implied or otherwise, as to the chapters' suitability and application and disclaims any warranties, express or implied, to their use.

The rule of Law is one of the critical concepts that guarantee the existence of a state. This concept becomes even more critical, especially in the mechanisms of the state that are directly related to the public, such as public administrations. Although the idea of the rule of Law is ontologically vital for the countries, it is essential to correctly determine the elements that constitute the Rule of Law in public administration and the internal and external factors. In addition, the relationship between public administration reforms and justice reforms, the effects of the Rule of Law, or how to increase and better integrate the rule of law dimensions in public administration reforms may constantly come up. In this research, the effect of supranational institutions such as the United Nations and the European Union, which are external factors, on establishing the Rule of Law in public administrations is examined through the example of Turkey. The study claims that supranational institutions such as the UN and the EU have essential effects on establishing law. After the beginning of the 2000s, when the EU membership process started to be especially effective, reports on Turkey produced by both the UN and EU institutions were discussed. Problems, the relations between them, and the reforms made in Turkey are examined, and the adequacy of the reforms made in Turkey in ensuring the Rule of Law is discussed. Even though events such as terrorist incidents and coup attempts have caused severe disruptions in practices in Turkey, it has been concluded that the public administration and legal reforms made significant contributions to the Rule of Law.

The contemporary trends in the reform of public administration in Poland today are strongly influenced by international processes interacting with standards, as well as factual and pragmatic exchange factors. It already arises from this basic assumption that the 21st century requires states to broaden their range of instruments, roles and skills to achieve results in the public sphere. One of the most important issues to be resolved is the reform of Polish public administration, which is linked to the further stage of state reform, its decentralization and the continuation of local government reforms, which have not had a proper follow-up in recent years. Furthermore, in order to meet the challenges it faces, public administration should be capable of initiating and efficiently implementing innovative public programmes while ensuring the efficient and economically effective provision of public services. Of the fact that innovations and reforms – like a revolution – conducted within an existing socio-economic system result in extensive changes in all spheres of social life, the most important is the relationship between the public administration and the citizens. It constitutes a part of a complex mechanism of checks and balances, as well as being the driving force behind the change introduced in the collective interest.

Purpose – Public administration, its functionality and efficiency become an important element of prosperity not only for individual economies but also for transnational entities. We are looking for new directions and new practices for public administration that are inspired by the business sector, which to orientation for results, satisfaction of customers, and reflections on the mix of services that will be provided to the citizen. The basic principle of all reforms in public administration is the understanding of administration as a service to citizens. The aim of the paper is to explain the essence of some selected innovative theoretical approaches in public administration and also to analyze citizens' access for e - government from the point of view of communication with representatives of the public administration at the level of individual EU member states. Design/methodology/approach – Characteristics of selected innovative approaches in public administration. Based on selected indicators within EU member countries, to analyze citizens' access for e – government. Findings – Innovative methods introduced in public administration are implied by the private sector. The availability of digital information of the public administration for citizens, about its representatives as well as about the financing of public administration has greatly improved over the period 2008-2017. Research limitations/implications – The availability of citizens' information in the context of communication with the public administration was monitored on the basis of selected indicators within the EU member states over the period 2008-2017. Practical implications – In addition to summarizing individual innovative approaches of management of public administration, the practical benefits are also experience with individual types of these approaches of management of public administration public administration in selected countries. Originality/Value – Theoretical aspects are complemented by indicators that assess the use of e-government by citizens of EU Member States. Keywords: public administration, management of public administration, innovative approaches, e- government, EU member’s countries Research type literature review JEL classification: H40, H0, B40.

INTRODUCTION Public administration is diverse and complex discipline which finds itself awashed in an abundance of paradigms which have led to multiple theories, models, and techniques, few of which ever originated within public administration.l Some of the more noted paradigms in public administration were recently presented during panel discussion on the Great Ideas in Public at the 1997 National Conference for the American Society for Public Administration (ASPA) in Philadelphia. A legal/constitutional paradigm was discussed by David Rosenbloom. Organization systems paradigm was presented by William Wolf. Robert T. Golembiewski laid out an overview of public administration paradigms: politics/administration dichotomy; efficiency/effectiveness; behaviorism, decision-making, policy making, and administrative values and ethics. The question and answer session immediately following the presentations revealed an even more diverse opinion of how public administration should be studied. Some talked about post-modernism approach, others emphasized an historical approach, and still others contended that public administration is mixture of other disciplines and has to be tied to actual practice. Throughout all the previously-mentioned paradigms within which public administration is involved, there is one common denominator--uncertainty. Decision-making and organizational theory have viewed uncertainty as: (1) a lack of knowledge of the situation (Barnard, 1940; Simon, 1847, 1969, 1965, 1977, 1980; Allison, 1971; Nutt, 1990; Stinchcombe (1992); (2) bias interfering with rational decision-making and needs to be controlled (Art, 1967; Aiginger, 1987; Baird, 1989; Nutt, 1990; Hey, 1993); and (3) psychological perception that creates fear of indecision that is best reduced through heuristic techniques or procedures (Bachrach and Baratz, 1963; Gore, 1964; Schroeder and Suefeld, 1971; Agor, 1986; Simon, 1987; McCalla, 1992; Nigel, 1993; Covey, Merrill, and Merrill, 1994). Most recently in public budgeting and financial management and strategic management, uncertainty is seen as: (1) factor within Bayeasian probabilistic models (Churchman, 1963; Quade, 1964, 1975; Asher, 1978; Madansky, 1979; Bronner, 1993; Horvitz et al., 1995; Kyburg, 1987, 1994, 1996) and (2) as an attribute of complexity that, at first, appears unpredictable but, with correct analysis and modeling, is predictable (Bullard and Butler, 1993; Kellert, 1993; Keil, 1995). Furthermore, the behavioral sciences approach has presented uncertainty as: (1) mental perception that can be reduced (Edwards, 1954; Becker and McClintock, 1967; Baron, 1994; and (2) as factor which influences communication. In all the above mentioned areas, the concept, uncertainty, is epistemologically biased in that uncertainty is viewed as an attribute of how we know what we know. This epistemological bias has led to the development of four branches of uncertainty literature based on an actor's (individual, group or organization): (1) ability to gather and process information; (2) ability to predict consequences of actions; (3) use of intuition; or (4) perception of the environment (Weber, 1997:455). In addition, in each case uncertainty is viewed as factor within the context of much larger picture. Thus, uncertainty is conceptualized as factor in Bayesian model (Kyburg, 1996; Horvitz et al., 1995; an heuristic technique (Agor, 1986; Nutt, 1990; or as nondescript feeling or emotion (Jamis and Mann, 1977; Einhorn and Hograth, 1985). In these instances, uncertainty is implied to have an obvious meaning which requires no explicit definition so that the focus becomes how to make sure one is sure or at least make oneself feel sure. Uncertainty is much larger phenomenon that can be captured in single limited conceptualized factor. It is one of the foundation stones of existence. Uncertainty is both the tormentor and motivator of life. …

The modernization of the management system and the knowledge management model is needed in the context of the public administration reform, taking into account the concept of decentralization and Good Governance. That is why the article focuses on the author’s approach to substantiating the formation of a modern knowledge system in public management and administration in Ukraine. It is proved that the approach to the knowledge system formation should be based on the identification of the needs of public administration objects. The need to comply with the necessary diversity law for a management subject of public entity regarding its knowledge of the entity has been identified. The content of the principle «from general to specific» for the objects of public administration is considered. The formation structure of the basic knowledge system in the public sphere is presented, which unites a number of blocks. The first block deals with the system of basic knowledge of public management and administration. The second block deals with the idea of a public authorities system at different levels. The third block concerns the formation of basic knowledge about public service. The fourth block concerns the formation of a basic knowledge system about current trends in the development of domestic public administration. The fifth block deals with the knowledge about the development and implementation of public policy and implementation of public administration. The sixth block deals with the consideration of public administration as a deliberate activity to establish internal procedures and processes in public administration to ensure their smooth functioning. The seventh block concerns the knowledge system for ensuring social stability. The eighth block is a glossary of basic terms and the ninth is a bibliography. The proposed approach is the scientific substantiation of the development of educational and professional programs of the basic textbook and standards for the specialty 281 – «Public Management and Administration». Keywords: knowledge, public administration, the necessary diversity law, public policy, public service, public authorities, public stability.

The proliferation of reforms in public administration based on the principles and instruments of the New Public Management (NPM) have triggered protest from and collective action by many professional groups in various sectors (healthcare, education, justice, social work, research.) and raised questions about the future of professionals working in the public service, particularly as concerns their autonomy. This exploratory study indicates that public administration in the 21st century is undergoing dramatic change, especially in advanced economies, but also in many parts of the developing world such as Nigeria. Globalization and the pluralization of service provision are the driving forces behind these changes. Policy problems faced by governmentsare increasingly complex, wicked and global, rather than simple, linear, and national in focus. And yet the prevailing paradigms through which public sector reform are designed and implemented are relatively static and do not fully encompass the significance or implications of these wider changes. While public sector reforms in the developing world such as Nigeria are influenced by policy experiments and organizational practices originating in OECD countries, they tend to operate within the traditional public administration paradigm. Consequently, there is often a discrepancy between the thrust of public sector reform efforts in developing country contexts and wider shifts in the nature of governance and contemporary approaches to public management grounded in OECD experience. It was concluded therefore that Nigeria has embraced the concept of new public management from their western originator but its core principles and tenets are not strictly applied in the management of public sector administration. It was recommended among others that for us to achieve the tenets of new public management in Nigeria, the government need to be honest, transparent, probity and accountability in the political leadership management including the managers in the public sector organizations.

The proliferation of reforms in public administration based on the principles and instruments of the New Public Management (NPM) have triggered protest from and collective action by many professional groups in various sectors (healthcare, education, justice, social work, research.) and raised questions about the future of professionals working in the public service, particularly as concerns their autonomy. This exploratory study indicates that public administration in the 21st century is undergoing dramatic change, especially in advanced economies, but also in many parts of the developing world such as Nigeria. Globalization and the pluralization of service provision are the driving forces behind these changes. Policy problems faced by governmentsare increasingly complex, wicked and global, rather than simple, linear, and national in focus. And yet the prevailing paradigms through which public sector reform are designed and implemented are relatively static and do not fully encompass the significance or implications of these wider changes. While public sector reforms in the developing world such as Nigeria are influenced by policy experiments and organizational practices originating in OECD countries, they tend to operate within the traditional public administration paradigm. Consequently, there is often a discrepancy between the thrust of public sector reform efforts in developing country contexts and wider shifts in the nature of governance and contemporary approaches to publicmanagement grounded in OECD experience. It was concluded therefore that Nigeria has embraced the concept of new public management from their western originator but its core principles and tenets are not strictly applied in the management of public sector administration. It was recommended among others that for us to achieve the tenets of new public management in Nigeria, the government need to be honest, transparent, probity and accountability in the political leadership management including the managers in the public sector organizations.

Introduction.- II. Part One: Public Policy and Administration in Iran, Turkey and Egypt.- Chapter 1. Public Administration and Policy in Contemporary Iran.- Chapter 2. State and administrative reforms in Turkey and its implications.- Chapter 3. Challenges to governance reform and accountability in Egypt.- Chapter 4. Egypt.- III. Part Two. Public Policy and Administration in Iraq, Sudan, and Saudi Arabia.- Chapter 5. Iraq: Revolutionary cul-de-sacs.- Chapter 6. Federalism and Iraq's Statehood.- Chapter 7. Iraq's Pressing Need to Obligatory Unified Conceptual and Procedural Models for Public Policy Making, Implementation, and Evaluation Processes.- Chapter 8. Distributive, Redistributive, Regulatory and Constituent Policies in Sudan.- Chapter 9. Local Governance in Saudi Arabia: The Mirage of Decentralization.- IV. Part Three. Public Policy and Administration in Bangladesh, Lebanon, Israel and Palestine.- Chapter 10. Governance Challenges in Bangladesh.- Chapter 11. Dynamic Consistency: The Public Policy Process in the Republic of Lebanon.- Chapter 12. Decentralization in Lebanon.- Chapter 13. Lebanese NGOs: Governance and Management.- Chapter 14. Culture matter: The Influence of Israeli Political Culture on The Public Policy Process.- Chapter 15. Volunteerism in nonprofit sector in Palestine.-V. Conclusion.- VI. Index

Citation (2023), "Prelims", Caruana, J., Bisogno, M. and Sicilia, M. (Ed.) Measurement in Public Sector Financial Reporting: Theoretical Basis and Empirical Evidence (Emerald Studies in Public Service Accounting and Accountability), Emerald Publishing Limited, Bingley, pp. i-xxiv. https://doi.org/10.1108/978-1-80117-161-820231012

Обґрунтовано практичну та теоретичну актуальність дослідження і використання впливу корпоративної культури, соціальної відповідальності та лідерських вмінь керівників на забезпечення результативності трансформації компетенцій органів публічного управління. Проаналізовано у площині публічного управління взаємозв’язок процесів розвитку корпоративної культури, соціальної відповідальності, лідерства та визначено їх вплив на забезпечення результативності реалізації органами публічного управління своїх компетенцій. Проаналізовано стилі лідерства та обґрунтовано доцільність ширшого застосування трансформаційного лідерства як найбільш спроможного забезпечити розвиток корпоративної культури та практики соціальної відповідальності органів публічного управління для ефективної реалізації їх компетенцій.