Viešoji politika ir viešasis administravimas
| Author | Affiliation |
|---|---|
Raipa, Alvydas | Kauno technologijos universitetas |
| Date |
|---|
2002 |
Straipsnyje pateikiama šiuolaikinė viešosios politikos ir viešojo administravimo samprata ir aptariama viešosios politikos ir viešojo administravimo sąveika bei dabartinių socialinių pokyčių sąlygotos raidos tendencijos. Akcentuojama administravimo politinio konteksto, viešųjų projektų ir programų valdymo modernizavimo, demokratinių procesų plėtros svarba šiuolaikiniame viešajame administravime. Analizuojamos naujos valdymo ir administravimo sistemos bei modeliai, aptariami nauji iššūkiai vadybos ir administravimo filosofijai, viešosios politikos programų ir projektų rengėjams.
Public policy is a process about selecting strategies and making choices. Public policy making include some steps – getting of agenda, policy formulation, policy adoptions, policy implementation. It must be also evaluated to see the intended results, to revise existing and future public programs and projects. Public policy can be studied as producing three types of policies (distributive, regulatory and re-distributive) related with decision making process. Public administration is the set of processes, structures, functions, methods and procedures. Public administration is the formulation and particularly implementation of public policy and the examination of the strategies and choices associated with that process. Public administration also can be defined as public programs and projects, profession and as academic field of study. There is no clear separation between administration and politics in the development of government policy and public administration. Administrators engage in political acts by recommending legislation as much as by making policy decisions in carrying out the laws. The administrators understanding of managerial issues and policies places them in a position of substantial expertise, while their knowledge of administrative and legal procedures helps them by suggesting ways of managing and enforcing the laws. The most modern forms of governance, administrative innovations allow us to assume that legislative and implementing contents of institutional activity today acquires new specific features. Executive bureaucratic structures using expert-consultation services, get more and more possibilities to really influence not only the implementation of policy and the estimation of activities, but also to directly influence the preparation of public sector directions and strategy.
Item type:Publication, research article[2025][S1b][S003][15]; Viešoji politika ir viešasis administravimas, 2025, p. 679-693The paper analyses the trends of organizational resilience management in Lithuanian central government institutions based on the “bounce-back” concept, examining the impact on the organization from both internal and external environments and incorporating the resulting uncertainty conditions conceptualized through the prism of the organization’s available information for decision-making. The results of an empirical qualitative study in the Lithuanian public sector suggest that performance deterioration in Lithuanian central government organizations arises from both the internal and the external environment. The study reveals that the strength and the frequency of these impacts are comparably similar in each environment, affecting organizational performance with regular and unexpected factors. Regular environmental influences tend to create conditions of moderate uncertainty, where information is either known and available or there is a constant demand for new information acquisition. Unexpected environmental influences tend to create high uncertainty conditions, where there is a persistent need for information in order to make decisions, escalating to not knowing what information is needed and where it can be obtained. Experts suggest that managing resilience and decision-making under uncertainty requires organizations to invest in information processing and communication, emphasizing free information flow and live, substantive communication between managers, adjusting provided information on the situation that is limiting or expanding it. Effective knowledge management and learning processes that help organizations adapt to changing conditions are best supported by personnel who possess institutional memory, suitable digitization of management information, and active engagement in national net-working (or international networking if no national equivalent exists). Inadequate preparation for periods of negative impact disrupts the organization’s information exchange, and the learning element becomes unmanageable, especially if the negative impact situations re frequent and unforeseen, depriving the organization of the necessary time to “take a breath, look back and learn, and consolidate learning.”.
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