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This book traces the history of China’s administrative reform in the past 35 years, focusing on the three phases of development, four guidelines and five major tasks of the reform since it is of great value to depict the entire process of China’s administrative system reform, analyzing the achievements, problems and prospects of the reform, and exploring experiences and lessons from the relationship between the administrative system reform and China’s economic, social and government transformation.
This book analyzes China's bureaucratic behavior since the inauguration of administrative reform in the late 1970s. Although bureaucratic behavior in China in the past decade was increasingly corrupted, this aspect of China's post-Mao reform has not been subjected to a rigorous scrutiny. This book explores the gulf between desired and the actual bureaucratic behavior among China's public administrators. The author argues that this behavioral gap in China's modernization stems from several factors including the nation's cultural heritage, the ruling party's approach to government, and the absence of trusted, full-fledged academic groups assigned to advise on administrative reform. The book then probes one of the gravest consequences of the behavioral gap: 'reform corruption', a phenomenon which seems to be a mixed blessing of modernization.
Public administration has enormous implications for government's capacity to cope with both internal and external pressure. China's old-fashioned ruling style has not been able to meet the nation's development needs. Since the early 1980s, China has launched six administrative reforms in order to solve the socioeconomic problems associated with rapid economic development. The five completed reforms discussed in this paper were relatively brief experiments that involved the reduction or expansion of the government with only short-lived impacts. Although none of the reforms shook the foundations of the bureaucracy, they evolved in terms of orientation, depth, and implementation. Political constraints have been among the most significant impediments to political reform with the implication that creating a favorable political environment is critical for the success of ongoing and future reforms.
One of the very first studies of public administration by Chinese and Western experts who evaluate specific reforms, personnel administration and compensation, and administrative law.
This book analyses public sector reform comprehensively in all parts of China’s public sector – government bureaucracy, public service units and state-owned enterprises. It argues that reform of the public sector has become an issue of great concern to the Chinese leaders, who realize that efficient public administration is key to securing the regime’s governing capacity and its future survival. The book shows how thinking about public sector reform has shifted in recent decades from a quantitative emphasis on 'small government', which involved the reduction in size of what was perceived as a bloated bureaucracy, to an emphasis on the quality of governance, which may result in an increase in public sector personnel. The book shows how, although Western ideas about public sector reform have had an impact, Chinese government continues to be best characterized as 'state capitalism', with the large state-owned enterprises continuing to play an important – and increasing – role in the economy and in business. However, state-owned enterprises no longer provide care for large numbers of people from the cradle to the grave – finding an alternative, efficient way of delivering basic welfare and health care is the big challenge facing China’s public sector.
A market economy and a more liberal society have brought great challenges to China’s outdated governance structure and personnel management. To improve decision-making in government and reshape the management system in face of a more complex economy, post-Mao authorities have implemented a number of administrative reforms, including civil service reform which emphasized on selecting and promoting public officials based on their capability and work performance. Thousands of positions have been filled since the civil service system was implemented nationwide in 1993. The Chinese civil service reform is of far-reaching significance because it had the potential to be a departure from the established structure of cadre personnel management system developed in the 1950s. However, after several years of policy development, scholars observe that the new reforms have done little to undermine the old cadre system. Is this true? Or does this conclusion over-simplify the complicated implementation of the reforms? This book examines the implementation and performance of the on-going civil service reforms in China. Using the principal-agent framework, the author draw upon key case studies showing how the reforms affect civil servants’ incentives and behavior in the local context and the Chinese leadership’s control over the bureaucracy. China’s reform experience speaks directly to many Asian countries facing urgent need to improve state capacity as the global financial crisis unfolds.
This work contains reports of the International Institute of Administrative Sciences. The scientific programme emphasizes a comparative approach and incorporates significant theoretical and conceptual developments. Six workshops are reported upon including the reconstruction of government functions, decentralization, redesigning for responsiveness, accountability and risk-taking, special interests and client relationships, reaffirmation of values, and mobilizing learning. A panel on administrative reform in China forms a unique contribution. Readers include professionals, scholars and students of public administration.