Sborník 2009 díl 2. - Fakulta informatiky a managementu - Univerzita ...

Karel Lacina MANAGEMENT PRINCIPLES IMPLEMENTATION IN CONTEMPORARY BRITISH
PUBLIC ADMINISTRATION
administration were underlined here as the most important tasks of the British public
administration in the 21 st century. Citizens are considered to be significant clients of
services.
Another typical feature of the public administration is the transfer of competencies to
semi-autonomous regulatory bodies. This process is often called in the United Kingdom
as the “agencification“. It was begun on the basis of the mentioned “Next Steps
Initiative".
The British approaches could be compared with an important programme of
management principles implementation called "Schlanker Staat" worked out in the
Federal Republic of Germany .The main pillars of the "Schlanker Staat" programme
are:
- the reduction of a number of various directions and other legal standards,
- the reduction of central state administration authorities staff number,
- privatization of state enterprices (first of all railways,post office services,control
of aviation ,cosmic research,etc.) ,
- rationalization of statistics services,
- improvement of human resource management,
- utilization of information systems for public administration and their further
improvement,
- continuation of steps leading to the privatization of services both in the state
administration and in the local government.
Conclusions
At first, the significant feature not only of British but also of other European public
administration have been the reduce of size, resources and scope of the central
administration in the relationship towards its economy, efficency and effectivenes and
the quality of all provided services became the typical..The number of civil servants has
either been reduced especially in the United Kingdom, the Scandinavian countries and
partly also in France. Such an general approach was and is often characterized as the
"cutback“ policies .
At second a growing number of governments (not only in the United Kingdom) have
attempted to enact the so-called “de-bureaucratisation” programmes. These atempts
were designed, first of all, to cancel regulations that are either obsolete or which hinder
efficiency.
The third major strand of the administrative reform programmes was and is represented
by the attempt to improve the monitoring and evaluation capacities by modifying
budgetary, planning and evaluation procedures. Auditing and evaluation according to
the criteria of the “three Es“ have penetrated practically all levels of the public
service.Contractual agreements involved predominantly in the United Kingdom
represent a relatively new phenomenum.
Concluding it is possible to underline the fact that the contemporary public
administration in the United Kingdom as well as in other EU member states has to
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