Uporedna analiza upravljanja javnim preduzećima u Republici Srbiji

In this paper, the author analyses rules which regulate public enterprises. The definition of public enterprises is provided after presenting the terminological issues. The paper points out that the existence of public enterprises as a special type of business entities is unnecessary, as well as that coordinated strategy regarding the future of all public enterprises, not only those founded by the state, should be drawn up. Also, the need to harmonize laws is highlighted as well as the necessity of adjusting the rules regarding the organization of public enterprises to the needs of multiple founders. Furthermore, the differences between the rules on the management of public enterprises and commercial companies are described. The author concludes that, in principle, it is necessary to apply general rules to public enterprises as well, whereby any special rules may be stipulated by general or special law. Finally, the issue of gender balance on management and supervisory boards of public enterprises is also examined.

With the progress of society, the market economic system continues to develop and improve, the market environment is becoming more and more complex, and the market competition is becoming more and fiercer. Human resource management plays an increasingly prominent role in public management and enterprise management. As an important part of human resource management, incentive mechanism affects the flow of talents, work efficiency, enthusiasm, work quality and other aspects. How to improve the incentive mechanism to promote the healthy development of employees and achieve the organizational goals has become a practical problem that public organizations and enterprises must solve. This paper will focus on analyzing the differences and commonalities between the incentive mechanisms of public management and enterprise management, and then propose feasible innovation strategies and implementation paths for the incentive mechanisms of public management and enterprise management according to China's actual situation and combined with international advanced experience The purpose of this paper is to improve the two internal structure management and work efficiency and quality to meet the new requirements of future social and economic development.

Urban public transport plays a key role in ensuring population mobility, shaping spatial accessibility and sustainable development of urban areas. Its effective functioning directly affects the quality of life of residents, economic activity and ecological balance in cities. At the same time, modern conditions of urban development such as urbanization, increasing transport load, limited budget resources, digitalization of management processes require a new approach to the organization and management of enterprises providing urban transportation services. The purpose of the presented work is to determine the features of the complex of management of urban public transport enterprises. The main research methods are: methods of analysis and synthesis, methods of deduction and induction, logical method, generalization method, comparison method, graphic and tabular methods. Complex management of urban public transport enterprises is today considered not only as a set of administrative functions, but as an integrated system of decisions that includes strategic planning, operational coordination, financial management, personnel policy, innovative development and interaction with the public. The introduction of digital technologies into the processes of route planning, passenger flow accounting, dispatching and efficiency analytics creates the prerequisites for increasing the transparency and adaptability of the transport system. The article considers theoretical and practical aspects of the formation and implementation of a management complex for urban public transport enterprises. It is determined that effective management of these enterprises requires a systemic approach that combines organizational and economic, information and analytical and technological components. The proposed management complex is aimed at increasing the efficiency of the functioning of transport enterprises, optimizing the route network, improving the quality of passenger service, as well as rational use of resources.

In recent years, researchers and practitioners in the field of Public Administration have been concerned about public sector Performance and advocated the adopti­on of management practices from the private sec­tor in the public sector for improvement. In view of the above, the study examined “Implications of New Public Management Strategy on Performance of selected Public Enterprises in Ebonyi State”. Content analysis technique was adopted. Findings revealed that State; new public management will significantly improve revenue generation by public enterprises in Ebonyi State; new public management will significantly promote satisfaction of needs of the customers by public enterprises in Ebonyi State; and new public management will positively enhance employment generation by public enterprises in Ebonyi State. The implication being that management of public enterprises has depended on civil service mentality and this has accounted for recurrent failure of these enterprises in providing desired public goods and services for the wellbeing of the people. The study therefore recommended that there is need to invent new public management in order to improve revenue generation by public enterprises in Ebonyi State. There is need for public enterprises to adopt new public management strategy to promote satisfaction of needs of the customers by public enterprises in Ebonyi State. Public enterprises managers should as a matter of urgency apply new public management to enhance employment generation by public enterprises in Ebonyi State.

This study examines the nature of the environment in which public budgets and public enterprises are managed in developing countries in Sub-Saharan Africa. It develops a model of the environmental dimensions in the general environment and dimensional components in the task environment of public budgeting and public enterprise management including the economic, political, socio-cultural, and technological dimension which determine public budget and public enterprise management in developing countries like those in Sub-Saharan Africa. The implications of those environmental dimensions and their components are evaluated for budgetary processes and budgetary outcomes in selected countries in Sub-Saharan Africa - Kenya, Nigeria, Tanzania, and Ethiopia. The impact of economic dimensions in inducing repetitive budgeting in the budgetary processes of developing countries was highlighted. The results of the analysis of expenditure patterns in these countries tend to support the greater strength of the economic functional dimension in influencing budgetary outcomes. The implications of the environmental dimensions of the model for the management of public enterprises was also investigated. Numerous dimensional components of the major dimensions of the model developed in the study were found to have had an impact on the development of the public enterprise sector in developing countries like those in Sub- Saharan Africa. Moreover, the performance of public enterprises was strongly linked to the dimensions and components of the model. The interactive effects of public enterprise management on public budgeting in developing countries is also addressed as a consequence of the environmental model. Reform efforts must contend with altering the environmental state depicted in the model or accommodating to it.

Introduction: the rise and decline of public enterprise This article addresses the following questions: Why has privatization become so pervasive? Is privatization a good policy? Is there a limit to privatization and has it worked? Are there alternatives to privatization? What is the current status of public enterprises? Can public enterprise management be reformed for high performance and accountability? The article warns about the long-term negative consequences of sweeping privatization, which it sees not as a simple economic policy but rather as a global ideological strategy of capitalism, pursued by concentrated corporate elites and designed to reverse the older strategy of state intervention in the economy pursued through much of the 20th century for reasons of social and economic justice. The article suggests alternatives to sweeping privatization, including serious reforms in the management of public enterprise, which the author believes is not doomed — its resurgence will come for sure, if not very soon. Public enterprises have played a pivotal role in building the infrastructures necessary for national development, in facilitating private sector development and operation, and in enhancing social and economic justice around the world. They have been the engines of economic and social development in both industrialized and developing nations. They were considered essential for national and economic development almost everywhere in capitalist and mixed economies as well as in the socialist nations. Despite their significant contributions, however, they have, since the 1980s, become the target of relentless privatization decisions by conservative/right-wing governments of the West, which have imposed their approach on developing and less-developed nations as well. Unfortunately, some liberal governments of industrialized nations have also pursued privatization in an undiscriminating way. The waves of privatization have sounded a serious alarm among concerned citizens, communities and professionals in public, non-profit and non-governmental organizations. Scholars and experts in government and administration

In Indonesia, the shift from the Old Order to the New Order Government in 1966 and there after was characterized by economic reforms, including reform of public enterprises. The first major reform in the area of public sector enterprises was restructuring a single form of public enterprises (Perusahaan Negara or PN) into three forms (Perjan, Perum and Per sew). The second round of reform occurred recently in public enterprise restructuring and simplification of the system of control. Both the first and the second reforms were concerned with problems of inefficiency, with debureaucratization and decontrol being the remedies. In examining these approaches, this article argues that the type of relationship between government (the principal) and public enterprises (the agents) is more than likely the central difficulty of public enterprises in Indonesia. Therefore, improvement in public enterprise management and performance probably depends on improving the relationship between principal and agent.

In Namibia, public enterprise (PE) agents are obligated to prioritize and advance the interests of their principals (namely the government). However, recent trends have seen the proliferation of conflicts arising due to impediments such as information asymmetry, misaligned incentives, and political interference in the management of PEs. These impediments have the tendency to contradict the positive expected standards of accountability and result in a negative disconnect with the principles of the agency theory. The overall lackluster results and performance of PEs in Namibia suggest that some alignment to the positive expectations of the agency theory, while deviations are also observed in the management of PEs. Qualitative research approach was used in this study to analyze secondary data through thematic analysis, interpretivism and theory deduction. The analysis of data led to findings that show that PEs in Namibia struggle with accountability, transparency and performance-driven incentives as outlined by the agency theory. Political influence in the management of PEs was also found to continually skew essential decision-making processes. This misaligns the actions of PE agents with the true interests of the principals via the agency theory. Challenges such as information asymmetry and weak governance frameworks hinder the principal’s (government’s) ability to oversee PE performance, thereby reducing agency. Addressing the above agency challenges (by reducing political interference, rigorously applying governance frameworks, establishing performance-based incentives, strengthening board autonomy, ensuring personal accountability, and enforcing transparency) in PEs has the prospect to significantly improve agency relationships in Namibian PEs, thereby reducing agency loss.

We present new estimates of Australian public capital formation as a reasonably consistent time series for 1901 to 1975 and comment on some issues they raise. The series is disaggregated by level of government and by function and separates public enterprises from other junctions. Primarily because we recognize internal funding of capital formation by public enterprises the new estimates differ quite radically from existing estimates. After 1930 the government share of total capital formation declined from a traditional average of one half to less than 40 per cent. Associated with this relative restraint since the early 1950s were an increasingly ‘business‐like’ management of public enterprise and a growing pressure on the private sector to provide additional infra‐structure.

The Journal of FinanceVolume 34, Issue 2 p. 347-369 Session Topic: State-of-the-Art Studies in Financial Theory Financial Theory and Taxation in an Inflationary World: Some Public Policy Issues ROBERT S. HAMADA, ROBERT S. HAMADAProfessor of Finance, Graduate School of Business, University of Chicago. The topic and idea for this paper were spawned during the relaxing, reflective summer spent as the Leslie Wong Distinguished Faculty Summer Research Fellow at the University of British Columbia. The Charles E. Merrill Trust through the Center for Management of Public and Nonprofit Enterprise, University of Chicago, also supplied welcome support. Discussions with Michael Brennan, Allan Drazen, E. Han Kim, Maurice Levi, and Myron Scholes were gratefully accepted and are now duly acknowledged.Search for more papers by this author ROBERT S. HAMADA, ROBERT S. HAMADAProfessor of Finance, Graduate School of Business, University of Chicago. The topic and idea for this paper were spawned during the relaxing, reflective summer spent as the Leslie Wong Distinguished Faculty Summer Research Fellow at the University of British Columbia. The Charles E. Merrill Trust through the Center for Management of Public and Nonprofit Enterprise, University of Chicago, also supplied welcome support. Discussions with Michael Brennan, Allan Drazen, E. Han Kim, Maurice Levi, and Myron Scholes were gratefully accepted and are now duly acknowledged.Search for more papers by this author First published: May 1979 https://doi.org/10.1111/j.1540-6261.1979.tb02097.xCitations: 7 Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Citing Literature Volume34, Issue2May 1979Pages 347-369 RelatedInformation

Considerable optimism has been expressed about the usefulness of parliamentary questions and debates in the control of public enterprise. In assessing the effect of legislative questioning on public enterprises in the Indian Parliament, for example, Ramanadhan has asserted that they have helped members to raise grievances concerning public enterprise management and that, when properly used, such questions tend to have a significant moral influence on public enterprise managers (Ramanadhan 1984: 14). Narain used the number of parliamentary questions asked on a single enterprise as one simple, quantitative measure of public enterprise performance (Narain 1980: 23). Stretched too far, such a measurement could yield misleading results because some corporations may perform well economically and still be targets of rigorous parliamentary questions and debates. For example, their economic success may derive from some breach of their social obligations or abuse of their monopoly position or even from failing to meet their obligations to the public. Other researchers view ‘too much’ questioning as a violation of the main attributes of the Morrisonian corporation and as a way of reducing them to the level of public departments (Robson 1952: 314–6).

What constitutes successful management of public enterprises? Executives of successful enterprises from 14 commonwealth countries exchanged their experiences and outlined strategies at two roundtable meetings under the auspices of the Commonwealth Secretariat, London. This paper is a summary of the views of the executives presented at the two meetings. In recent years, public enterprises in developed and developing countries have been criticized for not fulfilling the expectations placed on them. The case studies and the discussions at the two meetings, however, reveal that many public enterprises have been managed, successfully. The strategies outlined by the executives relate to managing the external environment, the enterprise-government interface, internal management, building enterprise culture, managing human resources, and the role of leadership.

The purpose of this study is to examine the present conditions and to raise several points on the records management of the local public enterprise. On the basis of these finding we shall offer remedies to raise the efficiency of records management. Five local public enterprises under the umbrella of Busan Metropolitan City were selected. They supplied a general picture of the actual management status of public records. To improve the task of records management in local public enterprises, certain topics need to be addressed. Local Government should emphasize the importance and necessity of records management to all the staff of the local public enterprises. And the local autonomous entities and National Archives & Records Service should impose a duty on the records management of public enterprises and supervise it regularly.

Collaboration with corporations, small businesses, non-governmental organizations and civil society organizations to provide socially beneficial goods and services. Public enterprises and the private sector cooperate in providing services and infrastructure through a variety of mechanisms. The level of performance and development of public enterprise in the country are very low due to corruption, management inefficiencies, overstaffing and inflation. This paper therefore in tend to highlight the different mechanisms of public private partnership (PPPs) in the management of public enterprise including concessions, build-operate- and- transfer (BOTs) arrangement, joint ventures and informal and voluntary cooperation as applied in some Latin American and Asian countries. The paper recommends that the government should clearly identify goals and objectives of public private partnerships and embody them in an official set of laws, develop strategy for management plan for public private partnerships and create employment protection measures for current government employees in organization that will go in to public private partnerships. DOI: 10.5901/mjss.2013.v4n15p15

This book contains a study of the economics and management of public enterprises in Pakistan. It examines their performance, organizational behavior, relationships with other government organizations outside of the sector, and the issues that confront the public enterprise sector and the government.