دانلود مقاله ترجمه شده تحول در سازمان های دولتی در زمینه بحران اقتصادی و مالی – مجله الزویر

فهرست مطالب:

چکیده
۱ مقدمه
۲ قالب کاری نظری
۳ زمینه های تاجتماعی و اقتصادی
۴ تغییر در سازمان های دولتی

بخشی از ترجمه:

 با در نظر کرفتن نتایج و عواقب بحران های مالی و اقتصادی برای سال ۲۰۰۹ پیش بینی شد. رومانی مدلی را در خصوص تغییرات سازمانی دولتی بر اساس دلایل اقتصادی ارایه دارد:
سازمان دهی مجدد ساختار سازمانی برای بهبود کارایی فعالیت به عنوان وسیله ای برای تقویت و افزایش قوای سازمانی
تعریف مجدد از خصوصیات کارکردی واحد ها
کاهش کارکرد های تشریفاتی و نیز کارکرد های اجرایی مدیریتی برای کاهش هزینه ها
کاهش ۲۵ درصدی مربوط به هزینه های حقوق کارکنان از مدیریت عمومی و نیز کاهش کارکنان از ۲۰۱۰ در بخش دولتی موجب افزایش فشار در بازار کار د رومانی شده و بحران های اجتماعی و نیز اقتصادی و مالی به وجود اورده است.
همه فعالیت های اتخاذ شده در نتیجه بحران ها موجب اعمال اثراتی روی سیستم مدیریت کارکرد عمومی و کارکنان شده و بر شیوه انجام و اعمال فعالیت های خاص به سیستم های دولتی در چارچوب سازمان های دولتی تاثیر گذاشته است.

بخشی از مقاله انگلیسی:

۱٫ Introduction Today, the debates about the organizational change in the governmental organizations under the terms of the economic and financial crisis, require, on one hand, the understanding of the governmental organiz democratic political systems and on the other hand, how to define management in those organizations (Matei & shaped also by the performance of governments, governmental organizations, addressing specific socio-economic needs. The systemic approach of public administration (Matei & Matei, 2011) will represent the theoretical support in turning into account the research database, studies, based both on quantitative and qualitative analyses. The sample comprises governmental organizations from Romania. 2. Theoretical framework Public administration is set forth through a variety of organizational forms which imply the presence and the involvement of entire categories of people among which a series of specific relations will be established, depending on the various organizational levels (Matei, 2000, p. 156). The specialization of tasks leads to an increase in efficiency (Hood, 1991), in which case the governments have structurally broken down important monolithic organizations from the public sector into components of a smaller dimension, holding a certain level of autonomy (Laegreid & Verhoest, 2010, p. 1). From the late 1980s, this fact was clear in the increase of decentralization as well as in the visible expansion of the types and numbers of autonomous agencies. These governmental organizations have been given varied descriptions: public un-departmental organisms, hybrid organizations, independent agencies, half-autonomous public organizations (Greve et al., 1999; Flinders, 2004). What a governmental organization is and what it does vary significantly according to the national and organizational cultures, as well as to the juridical systems and the political systems (Smullen, 2004; Christensen & Laegreid, 2006). In this paper the definition given by Pollitt and other authors to governmental organizations will be used (Pollitt et al., 2004; Pollitt & Talbot, 2004). Thus, the governmental organization is a structurally disaggregated organism, separated from the ministry, which deals with national level public tasks, in a permanent manner, employing civil servants, while being financed mainly by the state budget and answering to the public juridical procedures. Governmental organizations are autonomous from the ministry in terms of taking decisions regarding public, staff and financial policies. Matei and Matei (2012) provide a framework for approaching the public administration reforms in the context of deepening the European integration, also adaptable to the description of the impact of the economic and financial crisis. Pollitt and Talbot (2004) state that the benefits aimed at by these governmental organizations are not always reached and that there are always downsides to this form of organization. Among these disadvantages are the matters related to responsibility shared by the governmental organization and the line ministry and unwanted results, such as loss of control and poor coordination, corruption and weak performances (Pollitt & Talbot, 2004). Such governmental organizations were also established in Romania, in very high numbers, starting with the year 2000, their existence being ensured by a legal framework specific to each one. Various names are given to this form of organizations, such as: agency, administration, centre, archive, committee, council, inspectorate, office etc. The theoretical support for the analysis of these governmental organizations from Romania is ensured by the systematic approach of the public administration which has proven itself to be of great use in solving the complex issues related to people and the socio-economic environment (Matei, 2000). ۳٫ The economic and social contexts According to the data provided by the National Institute of Statistics, during 2000 from 40, 2 billion euro to 136, 8 billion euro. From a technical viewpoint, Romania entered recession in 2009, when the GDP plummeted two consecutive trimesters, compared to the previous trimesters. In 2009, the GDP was 115, 9 billion euro, down by 7, 1% compared to 2008. The fall was determined by the reduction of the gross added value from all the sectors of activity (see Table 1.) The year 2009 generated critical situations for all categories of structures and organizations of Romanian society. For the public administration, the effects of the crises manifested themselves through the budget changes of the public entities, through cuts, postponements or even renouncing some activity components.

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