Bureaucratic Changes Research Articles

PERSONAL ADJUSTMENT AND SOFT SKILLS ON NON-ASN STAFF READINESS IN BUREAUCRATIC CHANGE

Bureaucratic Change is a challenge that must be faced by non-ASN employees in the government sector. Personal adjustments and soft skills such as communication and conflict management are considered important to increase the readiness of non-ASN employees to deal with these changes. This study aims to analyze the effect of self-adjustment and soft skills on the readiness of non-ASN employees to face bureaucratic changes in the Indragiri Hilir Regional Government, Riau. Using the Structural Equation Modeling method and involving 200 non-ASN employees selected through purposive sampling, this study shows that self-adjustment and soft skills have a significant positive effect on employee readiness and adaptability. These results have important implications for the development of training programs that focus on improving soft skills relevant to bureaucratic dynamics. The study recommends increased skills training to strengthen the readiness of non-ASN employees to face bureaucratic changes in the public sector.

Strategic Management of the Integrity Zone in Realizing Public Services at the Regident Unit of the Bulukumba Police Traffic Unit

Open administrations organized by the government incorporate community administrations and regulatory administrations. Within the period of globalization, with conditions of strongly competition and full of challenges, government officials are required to supply the most excellent conceivable benefit to the community and audit wants of the community. Based on the Control of the Serve of State Device Strengthening and Bureaucratic Change Number 52 of 2014 concerning Rules for the Advancement of Astuteness Zones Towards a Corruption-Free Region and a Clean and Serving Bureaucratic Region inside government organizations. At that point the Activity Unit Activity Unit Keenness Agreement was marked, taken after by the at that point Kbo, the Regident Head, the Dikyasa Head and all Activity Individuals, driven specifically by the Bulukumba Police Activity Head. This sort of investigate is subjective with a graphic approach. The sources in this think about were six (7) individuals comprising of NCO Unit SIM, NCO Unit BPKB, NCO Unit STNK, NCO for files and archives and the community. The comes about of investigate related to Key Administration of the Judgment Zone at the Regident Unit of the Bulukumba Police Activity Unit utilize three markers, to be specific: to begin with, the detailing of a methodology where in executing the astuteness zone there are a few lines that are reinforced by the device beginning from expanding human asset capacity, setting designs and benefit benchmarks and moving forward offices. and foundation. Moment, the execution of a procedure where each service officer gives data transparently to the open with respect to the vehicle organization benefit component and the usage of benefit advancements employing a mechanical approach. Third, procedure assessment centers on looking at the community fulfillment list in getting administrations so that it gets to be a inspiration for the device and input on perspectives that must be moved forward in carrying out vehicle organization administrations.

Waiting in Captivity: Slow Borders, Predatory Bureaucracies, and the Necrotemporality of Asylum Deterrence

In recent years, the US government has implemented several bureaucratic changes aimed at stalling the influx of asylum seekers. From the “metering” system initiated under the Obama administration to the Migrant Protection Protocols (MPP) implemented by the Trump administration, these measures have erected a bureaucratic wall against asylum seekers that has kept them captive in Mexican border cities. Drawing on ethnographic fieldwork conducted in Tijuana, Mexico, I examine how these policies have produced deadly conditions for asylum seekers by calibrating time and space in such a way that increases their exposure and vulnerability to highly precarious environments and predatory bureaucracies.

Spirit of Bureaucratic Change of Decision Makers in Banyumas District Facing Challenges in the VUCA Era

Decentralization requires the bureaucracy to be able to solve various problems faced by the community at the local level. Meanwhile, the context of social change in society is directly proportional to the complexity of opportunities. The greater the complexity of the opportunity, the greater the uncertainty. The VUCA Era created uncertainty in human civilization, including public administration. Public administration must ensure how far the uncertainties in the VUCA Era can be anticipated in efforts to organize public administration, particularly in the decision-making process. For this reason, this article aims to identify the spirit of change in decision-making bureaucrats in Banyumas Regency to face the VUCA Era. The method used is a descriptive quantitative approach. Data was collected using a survey method for decision-making bureaucrats within government agencies in Banyumas Regency. The results of the study show that the level of spirit of change in decision-maker bureaucrats in Banyumas Regency in facing challenges in the VUCA era is at a moderate level. This indicates that decision-making bureaucrats still need support and encouragement in facing challenges in the VUCA era, especially adaptability and sustainable positive change.

E-Government Applications In Public Service Innovation: Study Case In Gorontalo

Using the Gorontalo Smart Service (GSS) programme, the Gorontalo Government is attempting to raise the calibre of public services. The state apparatus's public services still have a lot of flaws, which is the context for this article. Consequently, the community's needs are still not being met to their full potential. On the other hand, many local governments must enhance a number of areas of change, including public services, if bureaucratic reform is to be sustained. In response, the Gorontalo government provided an online service application to make things simpler for the neighbourhood. With an explanation that alludes to the comprehension of the Smart City concept and bureaucratic change, this paper employs a descriptive qualitative methodology. Data is gathered through document analysis, which is then subjected to interpretive methods of analysis. According to this study, the Gorontalo government is committed to modernising public services by launching the Gorontalo Smart Service (GSS) online service application. To satisfy the demands of the bureaucratic reform agenda, which is intended to raise the calibre of public services, application innovation is undertaken. According to this study, the Gorontalo government is committed to modernising public services by launching the Gorontalo Smart Service (GSS) online service application.

Penerapan Pelayanan Publik Yang Berinovasi dalam mewujudkan Good Governance Pada Sektor Publik

Public service has not worked well as a tool to coordinate the responsibilities of the government and the people. This is indicated by the fact that there are still overlapping policies and the lack of competence of public officials and the tendency to innovate is a phenomenon where many policies have been canceled or changed by the government. Therefore, new policy innovations are needed that can significantly support efforts to address community problems. To achieve good governance, this study aims to describe and analyze how service innovation works from the perspective of a public administration approach. This study is based on literature research and will later collect information on implementing service innovation for service providers, cultivating a culture of innovation in the public sector, and how innovation can improve organizational performance in achieving bureaucratic change. The results of this study are the application of an innovative culture, the urgency of public service innovation in improving organizational performance, and the urgency of implementing innovation for the public sector in achieving transformation.

Bureaucratic Reform and Changes in Public Service Paradigm Post-Decentralization in Indonesia: 2001-2010

This paper aimed to explain the link between bureaucracy and public services. The focus of the research was on bureaucratic reform and changes in the paradigm of public services after decentralization in Indonesia in the period 2001-2010. Several regions carried out bureaucratic reforms in order to provide optimal services, but of the approximately 440 regencies/cities in Indonesia at that time, most did not do so. By using qualitative methods, the authors found the following results: post-decentralization, bureaucratic behavior in public services did not undergo a paradigm shift; and bureaucratic reform as an effort to develop better public services could be achieved through building bureaucratic capacity and accountability. Based on the results, the authors provide recommendations: first, the pattern of personnel recruitment must change to a merit system; second, work standards and a system of rewards and punishments need to be developed; and third, the regional head must reform the bureaucracy with the support of the regional legislature.
 Keywords: decentralization policy, bureaucracy, public service, paradigm change

ANALISIS MODEL PERUBAHAN BIROKRASI DALAM PENYELENGGARAAN PELAYANAN PUBLIK KOTA BEKASI DI MASA PANDEMI COVID-19

This pandemic period provides a new perspective on bureaucratic management. Bureaucracy in any situation must continue to meet the needs of customers (society) because it is related to public services. So even though there is limited space for movement due to following health protocols during the current pandemic, people are still given their rights as citizens to be served by adjusting the situation, one of which is through electronic services. The Covid-19 pandemic is a condition that makes the bureaucracy adapt to changes in service models from habits in serving the community with normal conditions to the new normal. In this study, the author uses a qualitative descriptive method, with the type of library research (library research). The results of the survey indicate that bureaucratic changes occur in the dimensions of the organization and the measurements of the new work system. In the organizational size, there has been a change in the bureaucratic model which was initially run usually, then a disturbance; in this case, Covid-19 requires the organization to make changes to the continuing to new normal, while in the work system dimension, there are two choices, namely working at home and work at home. Office but still comply with health protocols.

From Environmental Justice Activist to Agency Staff: Implications for Agencies, Movement Organizations, and These Insider Allies

Background: The environmental justice (EJ) movement has struggled for several decades to transform public agencies to be more responsive to the needs and voices of disadvantaged communities. Recently, some environmental agencies have begun to hire EJ activists as staff to help change agency practices from within. There is need for research on this shift from outside activist to insider ally. Methods: This article draws from 15 semi-structured interviews conducted with former EJ activists now working in environmental agencies conducted over a 6-year period. Interviews focused on the benefits, tradeoffs, and dilemmas experienced through their transition process from the outside in. Results: Benefits of this shift from the outside in include the potential to influence agency culture and practices, to apply skills and networks gained as activists, and to support outside activists' access to agency resources and shape decision making. The challenges included being disparaged as biased by agency colleagues, becoming frustrated by the slow pace of bureaucratic change, and the potential for outside EJ activists to reduce the radical edge of their advocacy. Discussion: The tradeoffs experienced by the interviewees suggest that the entrance of former EJ activists into government service is having substantive impacts on the agencies but that these changes come at a personal and professional cost and with uneven results. Conclusion: This research on the phenomenon of the shift of EJ activists into environmental agencies has filled an important gap in critical EJ studies. Future research should focus on the impacts on EJ movements and the long-term impacts in the government agencies.

Managerialism and teacher professional identity: impact on well-being among teachers in the UK

ABSTRACT In Europe, well-being in the workplace has increasing prominence in the policy and research agenda, and education is a key context in which the challenge of occupational stress has been reported. Traditionally, the ethos in school settings could be said to be shaped by the vocational motivation of employees; that is, a commitment to a social benefit through the development, support and improvement of the pupils, and this commitment used to override workplace challenges and help teachers deal with stress. This article argues that teachers’ commitment is being eroded by the impact of bureaucratic changes at management level, such as the setting of performance targets, increased workload, increased accountability and changes in the curriculum. This in turn impacts on their professional identity and can negatively affect their mental health and well-being. The current article describes a qualitative study undertaken among 39 teachers and 6 school leaders across England and Wales in which we sought to understand, through interviews, the contextual workplace experiences of teachers who experienced work-related stress. Policy developments in education and management implementation of these developments and the consequent erosion of teacher autonomy dominated the narratives. We examine how managerialism can relate to a loss of commitment, professional identity, self-confidence and vulnerability to stress, anxiety and depression. This article proposes that educational reforms, and the rigidly prescribed organisational and management structures that accompany them, need to be weighed against their impacts on professional identity and personal well-being.

Dari Struktur Birokrasi Tradisional ke Model Adhocracy (Struktur Organisasi Inovatif)

The large bureaucratic structure will cause a range of negative consequences, comprehensive changes required. Adhocracy is one option from the many models of re-bureaucratic structure. This model is seen as an antithesis of bureaucracy that is outside the formal bureaucratic structure. Adhocracy is also referred to as the modern organization structure, innovative organization that can adapt to the changing environment. The purpose of this research seeks to contribute its knowledge by exploring a variety of secondary data, multiply a couple arguing about the concept and the form of adhocracy in bureaucracy. Meta-theory is used as a research method, data reduction in deductive to draw conclusions. The results of this study reveal adhocracy needed in bureaucracy, bureaucratic structure changes are objective needs in the last decade to get a performance of bureaucracy is more effective for delivering a quality of public services. DOI : https://doi.org/10.26905/pjiap.v3i1.1809

鎌倉期朝廷社会における官司運営の変質 : 修理職・内蔵寮の検討を通して

鎌倉期朝廷社会における官司運営の変質 : 修理職・内蔵寮の検討を通して

“Silent Lustration”: Public Disclosures as Informal Lustration Mechanisms in Bulgaria and Romania

Romania and Bulgaria have lagged behind other countries in Central and Eastern Europe in coming to terms with their communist pasts, thwarting or failing to implement lustration and public disclosure programs. However, starting in earnest in 2006–2008, their secret police file repository agencies began reviewing the former secret police files of tens of thousands of public and semi-public employees and publicly disclosing the findings. The disclosures cover a range of political and social positions, revealing the former regime complicity of many current bureaucrats, business leaders, office holders, and public personalities. There is evidence that the disclosures are catalyzing bureaucratic and moral changes similar to lustration, prompting preemptive employment vetting by employers, selective voluntary resignations by individuals to avoid disclosure, as well as an increase in citizen engagement with the secret police files. The breadth and transparency of the public disclosures suggest a type of informal lustration.

Partisan and bureaucratic changes in public education spending. French empirical evidence

Political economy provides four explanations of the changes of public education spending per pupil: that education expenditure is electoral, partisan, pro-cyclical or bureaucratic. The econometrical analysis of annual changes of French public education spending confirms the partisan and bureaucratic factors.

Nuclear power in Ukraine: Crisis or path to energy independence?

Ukraine is a major nuclear power, with 15 reactors that produce more than 13,000 megawatts of electricity annually. Nuclear power has become important in contemporary Ukraine as the country’s leaders seek energy independence from Russian oil and gas amid significant tensions between the two countries in the wake of Russia’s annexation of Crimea and as its proxy war in eastern Ukraine continues. Other challenges to Ukraine’s determination to expand nuclear energy production include the costly legacy of the Chernobyl disaster; bureaucratic changes that have blurred responsibilities for promotion and regulation of nuclear power; cost overruns typical for nuclear power everywhere; the aging of power stations; and uncertainty in how to deal with nuclear dependence on Russia in terms of both nuclear technologies and the nuclear fuel cycle. Yet Ukraine remains determined to produce the lion’s share of its electricity from nuclear power plants.

Participation and public sector: a democratic challenge

The last few decades have provided evidence on how governments at different scales are called upon to effectively respond to rapidly changing social, political and economic scenarios. Scientific community seems to have paid scarce attention to the analysis and understanding of bureaucratic changes linked to the enactment of new forms of interaction between political institutions and civil society. Participation of civil society can rely on either circumscribed or broad political projects involving and affecting the ways public sector formulates and delivers the public services. In this paper I take stock of the scientific debate concerning margins of reform in public sector through participatory processes. On the basis of my academic experience on and practice with participatory initiatives, my argument is that we need to foster new reflections on the ways public sector can achieve effective goals through participation.

PENGEMBANGAN STRATEGI MANAJEMEN PENGETAHUAN UNTUK MENDUKUNG PELAKSANAAN REFORMASI BIROKRASI: SEBUAH STUDI KASUS DI KEMENTERIAN PERINDUSTRIAN

Abstract Bureaucratic reform program is a bureaucratic change efforts towards the expected profile. One of program bureaucratic reform support is a knowledge management. Ministry of Industry (Ministry of Industry) as a driver and builder of national industry needs to change and improve bureaucracy so as to improve the ability of the industry sector in the face of global competition. Along with its efforts to implement bureaucratic reform, the Ministry of Industry has the implementation of knowledge management initiatives, but does not yet have a comprehensive knowledge management strategy. Ministry of Industry focus is on improving the quality of public services, one of which is supported by the development of e-government. ¬ the development process of e-government involves a variety of knowledge are scattered in various locations, both inside and outside the organization. This study seeks to formulate the knowledge management strategy with a focus on the development of e-government targets in order to reform the bureaucracy. The formulation of the strategy is done by using a knowledge strategy framework Zack. Strategies are formulated as follows: Ministry of Industry need to document work experiences into written form; Kemenperin need to increase the awareness of employees to share knowledge; Ministry of Industry needs to improve coordination and cooperation within the framework of knowledge management, both internal and inter-working unit with external parties; Ministry of Industry needs to facilitate storage and distribution of IT-based knowledge that can be reached easily by all employees of the Ministry of Industry; and the Ministry of Industry should establish management commitment to support the implementation of knowledge management.

Conflicting worldviews, mutual incomprehension: The production of intelligence across Whitehall and the management of subversion during decolonisation, 1944–1966

Writing on British intelligence has tended to concentrate on the collection machinery in specific local contexts, the development of the Joint Intelligence Committee and the use of intelligence product by government. The emphasis has been on the optimisation of the intelligence bureaucracy in the face of Colonial Office intransigence. What this analysis largely leaves out, however, is a description of the culture and practices of the Colonial Office as it attempted to work with various colonial governments. Instead there is a tendency to overemphasise the rational nature of the bureaucratic changes in Whitehall and the contribution of MI5 and MI6 in the maintenance of security in the colonies. This article seeks to address these oversights by examining the divisions between the Colonial Office and the rest of the Whitehall intelligence machinery and show how counter-subversion remained a challenge to administrators both before and after the emergence of the Joint Intelligence Committee system.

Beyond leadership: Political strategies for coordination in health policies

Health in All Policies (HiAP) promises to improve population health by harnessing the energies and activities of various sectors. Nevertheless, it faces well-documented bureaucratic obstacles and appears to require intersectoral governance if it is to be established. The basic problems of establishing intersectoral governance for HiAP are known to public administration and political science. On reading that literature, we find that the difficulty of establishing intersectoral governance for HiAP breaks down into two kinds of problems: that of establishing coordinated actions at all (coordination); and ensuring that they endure in changed political circumstances (durability). We further find that policymakers’ solutions fall into three categories: visible ones of political will (e.g., plans and targets); bureaucratic changes such as the introduction of Health Impact Assessment or reorganization; and indirect methods such as data publication and support from outside groups to put pressure on the government. It can seem that Health in All Policies, like much of public health, depends on effective and committed policymakers but is vulnerable to changing political winds. The three kinds of strategies suggest how policymakers can, and do, create intersectoral governance that functions and persists, expanding the range of effective policy recommendations.

Easing Into Norman: Ed Kessler on the Origins and Growth of the National Severe Storms Laboratory

The following essay is excerpted from conversations with Edwin Kessler, founding director of NOAA's National Severe Storms Laboratory in Norman, Oklahoma, conducted by Ariel Cohen and Stephen and Sarah Corfidi of the National Weather Service's Storm Prediction Center. Cohen and the Corfidis based the discussion in part on Kessler's speech at the 50th anniversary of the School of Meteorology at the University of Oklahoma in October 2010, and Cohen converted this discussion to a Q&A format. The conversations range over many subjects, including accomplishments of NSSL, Kessler's role as its manager, and the many people who were crucial to the lab's growth. The entire conversation is published by BAMS online, but here we've selected Kessler's words regarding the move to Norman, the community that evolved there, and how NSSL thrived there because of—and despite—the bureaucratic changes that federal agencies underwent at that time.—The Editors