چکیده:
In the present article, the foundations of traditional public management, managerialism, and modern public management have been examined. Based on theoretical foundations and administrative system transformation programs, strategies for the transition of government organizations from traditional public management to modern public management were extracted, and the relationship between these strategies and the functional and structural components of government organizations was explained. Given that the research method is descriptive of the grounding type, the relationships between strategies and the components of government organizations were presented to key experts in the field of theory and practice through a questionnaire, and the responses were analyzed using non-parametric statistics. The research results show that some of the most important strategies of modern public management, including privatization, downsizing the government, outsourcing and the use of quasi-markets by government organizations, operational budgeting and the governance of result and product control instead of process control, economic management of organizations, and classifying managerial jobs into two parts—political and administrative—have a significant relationship with the improvement of the functional and structural variables of organizations. These strategies lead to the provision of superior and quality modern services, increased accountability, simplification of organizational processes, promotion of administrative health, increased organizational commitment to performing missions, reduction in the number of government organization employees, reduction in the level of decision-making concentration, and reduction in the amount of redundant recording and registration. This is while the effect of using private sector personnel methods in government organizations was not confirmed for any of the functional and structural variables of the organization.
خلاصه ماشینی:
261- Binomial Test 2- Kruskal-Wallis 3- Friedman Test Table Number 1: Research Variables Independent Variables Dependent Variables Structural Variables 2 Functional Variables 1 Economic: Managing state organizations (changing the approach to them from cost-creating units to revenue-generating units) Service delivery Number of government employees and size of state organizations Attracting public satisfaction [unintelligible text] Responsiveness Governance of the system: controlling results and products instead of controlling work stages; outsourcing and the use of state organizations in markets (outsourcing contracts, partnership agreements, and contracting State organizations Level of decision-making concentration in state organizations Contracting with the private sector; using private sector personnel management methods in the public sector [unintelligible text] Levels of registration and recording Downsizing (restructuring the macro organization of executive bodies and ministries in line with the implementation of the general policies of Article 44 of the Constitution, privatization, dissolution or merger of unnecessary agencies, reducing organizational hierarchy, number of employees and managerial positions [unintelligible text]) In state organizations And supervision [unintelligible text] Commitment of state organizations to achieving goals [unintelligible text] budgeting, determining [unintelligible text] and Administrative health [unintelligible text] Simplification of processes and performing redundant tasks in state organizations whose missions Scientific approach Privatization and reduction of direct service provision by the government State organizations regarding the management of affairs 27 1- Functional Variables 2- Independent Variable A - Demographic Data Analysis In the present research, the sample size was 50 individuals, and the combination of degree and field of study of the 50 respondents of the received questionnaires, who belong to four groups of key informants, is presented in Table 2.
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