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Title:Organizational and managerial challenges of reforming Slovenian public agencies
Authors:Kovač, Polonca (Author)
Files:.pdf Organizacija_2014_Kovac_Organizational_and_Managerial_Challenges_of_Reforming_Slovenian_Public_Agencies.pdf (459,56 KB)
 
URL http://www.degruyter.com/view/j/orga.2014.47.issue-4/orga-2014-0023/orga-2014-0023.xml
 
Language:English
Work type:Scientific work (r2)
Typology:1.01 - Original Scientific Article
Organization:FOV - Faculty of Organizational Sciences in Kranj
Abstract:Introduction: Agencies are among the key contemporary public organizations, prospering within reforms carried out worldwide to increase professionalism and rationalism in public administration (PA). Hence, countries have been establishing agencies and delegating them public tasks in order to achieve expertise-based instead of politically-driven and thus more efficient public policies. In such context, the present article addresses the most important strategic documents related to public administration reform (PAR) in Slovenia, analyzing their goals in terms of agencification and the main implementation results and gaps. Research Design: The research is dedicated to exploring the governmental approach to agencification as a key aspect of PAR. It analyzes (1) the main PAR strategic documents on public agencies in Slovenia since the mid-90s, and (2) the perceived implementation of structural and managerial autonomy as the declared goal of agencification. Combined research methods are applied, including descriptive analysis, regional comparisons, structural interviews among representatives of public agencies and their parent ministries, and selected statistical data analysis. Results: As proven by different research methods, the hypothesis whereby agencification goals in Slovenia are largely achieved as part of PAR documents in terms of autonomous organizational structure was confirmed. A more elaborated agencification in PAR documents relates to higher implementation of autonomy. Conclusion: Nevertheless, the professionalism of Slovenian agencies is still an on-going process, particularly as regards the efficiency implementation gap. As for the future, a more consistent PAR incorporating cross-sectoral policy on agencies is required to pursue the development of a democratic and efficient PA.
Keywords:public administration reform, agencies, autonomy, organization, management, Slovenia
Year of publishing:2014
Number of pages:str. 281-294
Numbering:št. 4, Letn. 47
ISSN:1318-5454
UDC:35:005(497.4)
ISSN on article:1318-5454
COBISS_ID:4485550 Link is opened in a new window
DOI:10.2478/orga-2014-0023 Link is opened in a new window
NUK URN:URN:SI:UM:DK:PBRVYQW5
License:CC BY-NC-ND 4.0
This work is available under this license: Creative Commons Attribution Non-Commercial No Derivatives 4.0 International
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Downloads:176
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Record is a part of a journal

Title:Organizacija
Publisher:Fakulteta za organizacijske vede Univerze v Mariboru, Založba Moderna organizacija, Sciendo
ISSN:1318-5454
COBISS.SI-ID:610909 New window

Secondary language

Language:Slovenian
Title:Organizacijski in managerski izzivi reformiranja slovenskih javnih agencij
Abstract:Povzetek: Agencije so ena ključnih sodobnih oblik javnih organizacij, ki se razvijajo po celem svetu v okviru reform, usmerjenih v povečanje strokovnosti in racionalizacije javne uprave (JU). Države ustanavljajo javne agencije in nanje prenašajo javne naloge, da bi dosegle strokovno utemeljene namesto politično vodenih javnih politik in posledično njihovo večjo učinkovitost. Članek v tem smislu obravnava najpomembnejše strateške reformne dokumente v Sloveniji glede agencifikacije, z analizo na to področje nanašajočih se ciljev, rezultatov in razkoraka pri izvajanju. Zasnova/metodologija/pristop: Raziskava je posvečena preučevanju vladnega pristopa k agencifikaciji kot ključnega vidika reforme JU. Analizira (1) poglavitne strateške dokumente o reformah JU glede javnih agencij v Sloveniji od srede devetdesetih let in (2) zaznave o implementaciji strukturne in managerske avtonomije kot deklariranega cilja agencifikacije. Uporabljene so različne, dopolnjujoče se raziskovalne metode, vključno z deskriptivno analizo, regijskimi primerjavami, strukturiranimi intervjuji med predstavniki agencij in resornih ministrstev ter analizo izbranih statističnih podatkov. Rezultati: Kot izkazano z različnimi metoda proučevanja, je bila hipoteza o pretežnem doseganju ciljev strateških dokumentov o reformah JU na področju doseganja strukturne oziroma organizacijske avtonomije agencij potrjena. Toda za višjo stopnjo in druge oblike avtonomije je v reformnih strategijah nujna bolj podrobna razdelava agencifikacije. Zaključek: Profesionalizacija slovenskih agencij je še trajajoč proces, zato je posebej značilna področna implementacijske vrzel. V bodoče je zato potrebna bolj dosledna reforma JU in agencifikacije kot preko sektorske politike. Le tako lahko dosežemo razvoj demokratične in učinkovite JU.
Keywords:reforme javne uprave, agencije, avtonomija, organizacija, management, Slovenija


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