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| Srl | Item |
| 1 |
ID:
169493
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| Summary/Abstract |
Significant variation in the institutions and efficiency of public bureaucracies across countries and regions are observed. These differences could be partially responsible for divergence in the effectiveness of policy implementation, corruption levels, and economic development. Do imperial legacies contribute to the observed variation in the organization of public administrations? Historical foreign rule and colonization have been shown to have lasting effects on legal systems, political institutions, and trade in former controlled territories. Imperial legacies could also explain variations in the performance of public administrations. The author uses the case of Poland to investigate the long-term effects of foreign rule on bureaucratic systems. Historically, Poland was split between three imperial powers with very different public administrations: Prussia, Austria, and Russia. Statistical analyses of original data collected through a survey of more than 650 Polish public administrations suggest that some present-day differences in the organization and efficiency of bureaucracies are due to imperial legacies.
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| 2 |
ID:
088486
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| Publication |
2009.
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| Summary/Abstract |
The article compares the demographic composition of the Nepalese bureaucracy with the demographics of the general population, and, thereafter, maps the administrative culture in Nepal. With regard to administrative culture, it highlights, more specifically, the values and norms dominant among Nepali bureaucrats. In this regard, three relationships are focused upon: relationships among bureaucrats within the bureaucracy, the interface between the bureaucracy and politics, and the relationship between bureaucrats and citizens. Findings revealed that, in terms of demography, the bureaucracy in Nepal is gender biased, religion biased and caste biased, which means that the bureaucracy favors Hindu males who belong to the upper caste and come from an agricultural background. Therefore elitism, coupled with a rural background, has implications for the kinds of values and norms that evolve among Nepalese bureaucrats. From observations of its decision-making procedures and interpersonal relationships, both within and outside the bureaucracy, one may conclude that administrative culture is guided more by particularism than universalism, by ascription than achievement, by rule-orientation than result orientation, and by more authoritarian than participatory values. Most often, administrative decisions are taken on the basis of informal connections and close affinities than by formal and impersonal rules. Civil servants are often guided more by status orientation, ascription, hierarchy, and collective norms. These values are mere reflections of dominant societal culture based on caste and strict social stratification.
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