Models of Bureaucracy Management Taking Into Account the Economic Development of Regions
https://doi.org/10.22394/1726-1139-2017-5-79-95
Abstract
We found out that the number of subjects of management does not have a significant impact on the dynamics of civil service development. The indices of the SED and the development of the civil service of the republics are changing in a contradictory dynamics, and the development of the civil service at the federal and regional levels is not coordinated. We offer the statement that the existence the system of a civil service management, in which its governing bodies are administered by both the head and the government of the region, is accompanied in a significant proportion of the cases by positive changes in the civil service system against the backdrop of the steady growth of the SED indices. It is in contrast to the regions where the civil service management is fully concentrated in the hands of the head of republic. Thus, the civil service management system is closely related to the organization of political power. We examined the management system against the backdrop of the dynamics of quantitative indicators of the civil service development and dynamics of the region’s SED. For the first time we systematized the management bodies of the civil service of the republics within the Russian Federation and compared their functions. Increasing the efficiency of the civil service is an urgent task for all regions and the country as awhole, therefore, the increment of scientific knowledge of the factors influencing the functioning and management of this institution has not only theoretical but also wide practical application.
About the Author
George Aleksandrovich Borshevskiy
Russian Presidential Academy of National Economy and Public Administration
Russian Federation
Russian Federation
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Review
For citations:
Borshevskiy G.A. Models of Bureaucracy Management Taking Into Account the Economic Development of Regions. Administrative Consulting. 2017;(5):79-95. (In Russ.) https://doi.org/10.22394/1726-1139-2017-5-79-95
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