چکیده:
The present research was conducted using a descriptive-survey method with the aim of diagnosing the merging of ministries in Iran. The theoretical basis of the research is the general policies of the system, especially in the administrative sector. The statistical population of this research consists of experts from the Planning and Budget Organization, of whom 72 individuals who were somehow related to the subject were selected as a sample, and a researcher-made questionnaire consisting of 30 questions on a five-point Likert scale was provided to them. The reliability of the questionnaire was estimated using Cronbach's alpha coefficient, equivalent to 0.964. To analyze the research data, two levels of descriptive statistics and inferential statistics were used. The results of the research showed that the merging of ministries had no effect on reducing bureaucracy, increasing decision-making speed, increasing responsiveness to customers, reducing human resources, and reducing overlapping duties. Only government costs have decreased in this regard. Although this may also be due to factors such as the issue of economic sanctions in the years studied and the decrease in income and consequently the decrease in the budget of administrative bodies.
خلاصه ماشینی:
In Iran, after the end of the war and the beginning of the first five-year economic, social, cultural, and political program, traces of New Public Management emerged in the form of privatization policy as one of the important components of economic adjustment policies, and the first legal authorization regarding limiting the size of the government in the economy and the participation of the private sector in economic activities was approved.
The main objective of the present study is to analyze and review the various effects of merging ministries in Iran, and the sub-objectives specifically include: bureaucratic changes related to ministries, reduction of ministry costs, the situation of overlapping duties in ministries, the process of accountability to customers, the organizational decision-making process, and the status of human resources and manpower in ministries.
58 Larbi 1 (2003), in a research titled "Overview of public sector management reform" 2, states that one of the examples of government decentralization was in England, where in 1988, about 140 executive organizations with more than 70 percent of government employees were separated from the main ministries; several organizations were transferred to the private sector and a number of them, including university administrative services, were absorbed into the main government organizations.
In this country too, in accordance with the central government reforms in 2011, by reducing the number of ministries and downsizing the government body, the structure of organizations and the governing laws were arranged based on product quality, which is the result of these reforms—the economic growth that we have witnessed in recent years.
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