Nowe współzarządzanie publiczne : rządzenie bez rządu

• Autorzy: Roderick Arthur Willam Rhodes

Warianty tytułu

The New Governance : Governing without Government

• Języki publikacji: PL

Abstrakty

Termin "współzarządzanie publiczne"jest dość popularny, lecz nieprecyzyjny. Nadaje mu się co najmniej sześć różnych znaczeń odnoszących się do: państwa minimalnego, zarządzania przedsiębiorstwem, nowego zarządzania publicznego, dobrego rządzenia, systemów socjocybernetycznych oraz sieci samoorganizujących się. Przyjmuję, że współzarządzanie dotyczy samoorganizujących się sieci międzyorganizacyjnych i podstawiam owe sieci uzupełnione o rynek i hierarchię jako struktury rządzenia, w miejsce autorytatywnie alokowanych zasobów oraz wykonywania kontroli i koordynacji. Bronię także swojej definicji, argumentując, że rzuca ona nowe światło na niedawne zmiany w ustroju brytyjskim, czyli przede wszystkim wydrążenie państwa, nowe zarządzanie publiczne i zarządzanie międzyrządowe. Artykuł konkluduję stwierdzeniem, że obecnie sieci wszechobecnie charakteryzują świadczenie usług w Wielkiej Brytanii, cechuje je wzajemne zaufanie i dostosowanie oraz rozmijają się z reformami zarządzania opartymi na konkurencji; stanowią zatem wyzwanie dla tzw. rządności, ponieważ stają się autonomiczne i odporne na przewodnictwo centrum. (abstrakt oryginalny)

EN

The term 'governance' is popular but imprecise. It has at least six uses, referring to: the minimal state; corporate governance; the new public management: 'good governance'; socio-cybernetic systems; and self-organizing networks. I stipulate that governance refers to 'self-organizing, interorganizational networks' and argue that these networks complement markets and hierarchies as governing structures for authoritatively allocating resources and exercising control and co-ordination. I defend this definition, arguing that it throws new light on recent changes in British government, most notably: hollowing out the state, the new public management, and intergovernmental management. I conclude that networks are now a pervasive feature of service delivery in Britain; that such networks are characterized by trust and mutual adjustment, and undermine management reforms rooted in competition; and that they are a challenge to governability because they become autonomous and resist central guidance. (original abstract)

Słowa kluczowe

PL

Zarządzanie publiczne; Sektor publiczny; Teorie zarządzania; Nowe zarządzanie publiczne; Dobre rządzenie; Sieci międzyorganizacyjne

EN

Public governance; Public sector; Management theories; New public management; Good governance; Inter-organizational networks

• Czasopismo: Zarządzanie Publiczne / Uniwersytet Ekonomiczny w Krakowie
• Rocznik: 2010
• Numer: nr 4 (14)
• Strony: 104--118

Twórcy

autor

Roderick Arthur Willam Rhodes

• University of Newcastle, United Kingdom

Bibliografia

• Agranoff R. (1990). Frameworks for Comparative Analysis of Intergovernmental Relations. Occasional Paper nr 26. Bloomington IN: Indiana University, School of Public and Environmental Affairs.
• Barzelay M., Armajani B. (1992). Breaking Through Bureaucracy: A New Vision for Managing Government. Berkeley: University of California Press.
• Bogason P. (1995). "The fragmented locality", w: P. Bogason (red.), New Modes of Local Political Organizing. Local Government Fragmentation in Scandinavia. New York: Nova.
• Bovens M.A.P. (1990). "The social steering of complex organizations", British Journal of Political Science, nr 20.
• Butler R. (1993). "The evolution of the Civil Service", Public Administration, nr 71.
• CIPFA (1994). The Chartered Institute of Public Finance and Accountancy, Corporate Governance in the Public Services. London: CIPFA (maj).
• Dowding K. (1995). "Model or metaphor? A critical review of the policy network approach", Political Studies, nr 43, s. 136-158.
• Dunleavy P. (1994). "The globalization of public services production: Can government be 'best in the world'?", Public Policy and Administration, t. 9, nr 2, s. 36-64.
• Dunsire A. (1986a). "Holistic governance", w: F.X. Kaufmann, G. Majone, V. Ostrom (red.), Guidance, Control, Evaluation in the Public Sector. Berlin: de Gruyter.
• Dunsire A. (1986b). "A cybernetic view of guidance, control and evaluation in the public sector", w: F.X. Kaufmann, G. Majone, V. Ostrom (red.), Guidance, Control, Evaluation in the Public Sector. Berlin: de Gruyter.
• Dunsire A. (1993). Manipulating Social Tensions: An Alternative Mode of Government Intervention, Discussion Paper 93/7. Köln: Max Planck Institut für Gesellschaftsforschung.
• Evan W.M. (red.) (1977). Inter-Organizational Relations. Harmondsworth: Penguin.
• Finer S.E. (1970). Comparative Government. London: Allen Lane, Penguin.
• Fox C.J, Miller H.T. (1995). Postmodern Public Administration: Toward Discourse. London: Sage.
• Frances J., Levacic R., Mitchell J., Thompson G. (1991). "Introduction", w: G. Thompson, J. Frances, R. Levacic, J. Mitchell (red.), Markets Hierarchies and Networks: The Co-ordination of Social Life. London: Sage.
• Friend J.K., Power J, Yewlett C.J.L. (1974). Public Planning: The Intercorporate Dimension. London: Tavistock.
• Fudge C., Gustafsson L. (1989). "Administrative reform and public management in Sweden and the United Kingdom", Public Money and Management, t. 9, nr 2, s. 29-34.
• Gretschmann K. (1986). "Solidarity and markets", w: F.X. Kaufmann, G. Majone, V. Ostrom (red.), Guidance, Control, Evaluation in the Public Sector. Berlin: de Gruyter.
• Hanf K., Scharpf F.W. (red.) (1978). Interorga-nizational Policy Making. London: Sage.
• Hirst P. (1994). Associative Democracy. Cambridge: Polity.
• Hood C.C. (1991). "A public management for all seasons?", Public Administration, nr 69, s. 3-19.
• Jessop B. (1990). State Theory. Cambridge: Polity.
• Kavannah D. (1990). Thatcherism and British Politics: The End of Consensus? Oxford: Oxford University Press.
• Kettl D.F. (1993). Sharing Power: Public Governance and Private Markets. Washington DC: The Brookings Institution.
• Kickert W. (1993a). "Autopoiesis and the science of (public) administration: Essence, sense and nonsense", Organization Studies, nr 14, s. 261-278.
• Kickert W. (1993b). "Complexity, governance and dynamics: Conceptual explorations of public network management", w: J. Kooiman (red.), Modern Governance. London: Sage.
• Klijn E.H., Koopenjan J., Termeer K. (1995). "Managing networks in the public sector", Public Administration, nr 73, s. 437-454.
• Kooiman J. (red.) (1993a). Modern Governance. London: Sage.
• Kooiman J. (1993b). "Social-political governance: Introduction", w: J. Kooiman (red.), Modern Governance. London: Sage.
• Kooiman J. (1993c). "Findings speculations and recommendations", w: J. Kooiman (red.), Modern Governance. London: Sage.
• Larson A. (1992). "Network dyads in entrepreneurial settings: A study of governance exchange relationships", Administrative Science Quarterly, nr 37, s. 76-104.
• Leftwich A. (1993). "Governance, democracy and development in the Third World", Third World Quarterly, nr 14, s. 605-624.
• Leftwich A. (1994). "Governance, the state and the politics of development", Development and Change, nr 25, s. 363-386.
• Lindblom C.E. (1977). Politics and Markets. New York: Basic.
• Low S. (1904). The Governance of England. London: Fisher Unwin.
• Łowi T.J. (1969). The End of Liberalism. New York: Norton.
• Luhmann N. (1982). The Differentiation of Society. New York: Columbia University Press.
• Luhmann N. (1986). "The autopoiesis of social systems", w: F. Geyer, J. van der Zouwen (red.), Socio-cybernetic Paradoxes. London: Sage.
• Marando V.L., Florestano P.S. (1990). "Intergovernmental management: The state of the discipline", w: N. Lynn, A. Wildavsky (red.), Public Administration: The State of the Discipline. Chatham NJ: Chatham House.
• Marsh D, Rhodes R.A.W. (red.) (1992). Policy Networks in British Government. Oxford: Clarendon.
• Metcalfe L., Richards S. (1991). Improving Public Management, wyd. 2. London: Sage.
• Morgan G. (1986). Images of Organization. London: Sage.
• OfFe C. (1984). Contradictions of the Welfare State. London: Hutchinson.
• Osborne D., Gaebler T. (1992). Reinventing Government. Reading MA: Addison-Wesley.
• Ostrom E. (1990). Governing the Commons: The Evolution of Institutions for Collective Action. Cambridge: Cambridge University Press.
• Plowden W. (1994). Ministers and Mandarins. London: Institute for Public Policy Research.
• Pollitt C. (1993). Managerialism and the Public Services (wyd. 2). Oxford: Blackwell.
• Powell W.W. (1991). "Neither market nor hierarchy: Network forms of organization", w: G. Thompson, J. Frances, R. Levacic, J. Mitchell (red.), Markets Hierarchies and Networks: The Coordination of Social Life. London: Sage.
• Rhodes R.A.W. (1986). The National World of Local Government. London: Allen and Unwin.
• Rhodes R.A.W. (1988). Beyond Westminster and Whitehall. London: Unwin-Hyman.
• Rhodes R.A.W. (1991). Local Governance. Swindon: ESRC's Society and Politics Research Development Group.
• Rhodes R.A.W. (1993). The Changing Nature of the British Executive: a Research Proposal. Swindon: ESRC's Research Programmes Board.
• Rhodes R.A.W. (1994). "The hollowing out of the state", Political Quarterly, nr 65, s. 138-151.
• Rhodes R.A.W. (1994). Understanding Governance. Buckingham: Open University Press.
• Rhodes R.A.W. (1995). "Towards a postmodern public administration", 25th Anniversary Conference of the PAC, Civil Service College, Sunningdale, 4-6 września.
• Rosenau J.N. (1992). "Citizenship in a changing global order", w: J.N. Rosenau, E.-O. Czempiel (red.), Governance without Government: Order and Change in World Politics. Cambridge: Cambridge University Press.
• Rosenau J.N. (1992). "Governance, order, and change in world politics", w: J.N. Rosenau, E.O. Czempiel (red.), Governance without Government: Order and Change in World Politics. Cambridge: Cambridge University Press.
• Stoker G. (1994). Local Governance in Britain. Glasgow: Department of Government, University of Strathclyde.
• The Cadbury Report (1992). The Report of the Committee on the Financial Aspects of Corporate Governance. London: Gee.
• Thompson G., Frances J., Levacic R., Mitchell J. (red.) (1991). Markets Hierarchies and Networks: The Co-ordination of Social Life. London: Sage.
• Tricker R.I. (1984). International Corporate Governance. Englewood Cliffs NJ: Prentice Hall.
• Vickers G. (1965). The Art of Judgement. London: Chapman and Hall.
• Weir S., Hall W. (1994). Ego-Trip: Extra-Governmental Organisations in the United Kingdom and their Accountability. Colchester: University of Essex, Democratic Audit; London: Charter 88 Trust.
• White L.G. (1989). "Public management in a pluralistic arena", Public Administration Review, nr 49, s. 522-532.
• Williams D., Young T. (1994). "Governance, the World Bank and liberal theory", Political Studies, nr42.
• World Bank (1992). Governance and Development. Washington DC: The World Bank.
• Wright D.S. (1983). "Managing the intergovernmental scene: The changing dramas of federalism, intergovernmental relations and intergovernmental management", w: W.B. Eddy (red.), Handbook of Organization Management. Berlin: de Gruyter.
• Wright V. (1994). "Reshaping the state: Implications for public administration", West European Politics, nr 17, s. 103-134.
• Yeatman A. (1994). "The reform of public management: An overview", Australian Journal of Public Administration, nr 53, s. 287-295.