After the Second World War, the newly emerged independent third world countries faced immense problems such as poverty, illiteracy, poor health, low agriculture and industrial productivity and social instability. The idea of development administration was born with the above-stated pragmatic concern. Since then, third world countries strived to adopt development administration principles and techniques; in order to transform their conventional traditional public administration into modern development administration that can lead the prospective development.Such conventional public administration deals with regulatory aspects of administration such as law and order, judicial administration and revenue collection, development administration is concerned with the socio-economic developmental activities.Thus, traditional public administration is structure-oriented while developmental administration is action-oriented. Many third world countries failed in realizing such desired shift by converting its conventional public administration to effective development administration; able to achieve the intended national development via the formulation and the implementation of plans, policies, programs and projects necessary for sustainable development purposes. Such bad governance had led the people to go up against such government; as it happens lately in some Arab countries like Egypt and Tunisia.Therefore, the public sector in Egypt need to be deregulated, a new results-based management is a must; to hold managers accountable. This is a fundamental change: holding managers accountable for what they do, not how they do it. The public sector reform initiatives (especially the New Public management -NPM) have resulted in changing the ISSN 2161-7104 2015 www.macrothink.org/jpag 24 accountability concept; from accountability in terms of procedural compliance to accountability in terms of efficiency and results (effectiveness and cost effectiveness). Journal of Public Administration and Governance
An organization's capability to learn and convey that learning into action quickly, is the supreme competitive advantage. The learning organization is the structure that eases the realization of such competitive advantage, it empowers employees, it deepens and enhances the customer experience and cooperation with main business partners and eventually improves business performance. Organizational learning is considered as the suitable process to develop knowledge resources and capabilities/core competencies (human capital, social capital and organizational capital) that engender ongoing values; which in turn yield persistence superior performance; which lead to sustainable competitive advantage within the context of the strategic management.Then, the learning organization provide the necessary organic structure involving the necessary disciplines, principles and policies; according to which the organizational learning process had to take place -in the light of the environmental surroundings-to equip the human resources with the updating knowledge, innovative capabilities, behaviors and culture representing the convenient intellectual capital to produce ongoing value stream. Such value stream deems as a sustainable competitive advantage for such organization. This paper, therefore, explores, discusses and analyzes the integrated role of Learning organization (as a structural entity) and the organizational learning (as an intrinsic know-how process) that takes place within such context; in helping firms working in the service sector in Egypt-whether they are public or private enterprises-to achieve sustainable competitive
For decades, Egypt strives to adopt development administration principles and techniques; in order to transform their conventional traditional public service into modern developing new one; able to meet people expectations. While Current conventional public service in Egypt deals with regulatory aspects of administration such as law and order, judicial administration and revenue collection; new public service is concerned with the socio-economic developmental activities relevant to new public management principles.Thus, traditional public service is structure-oriented while new public service is actionoriented. Many third world countries failed in realizing such desired shift by converting its conventional public service to effective new public service; able to satisfy people needs by implementing plans, policies, programs and projects necessary for sustainable development purposes. Such bad governance would lead the frustrated people to go up against such government; as it happens lately in Egypt.Hence, in this paper we aim to shed light on lean production techniques; as a suggested philosophy that can be adopted by the crippled government of Egypt; to convert its traditional ineffective public service performance into effective new one; able to fulfill the desired developmental programs and projects that meet people needs and aspirations.
This article argues that the accumulative bad governance in Egypt over three decades and its failure to realize the intended development for the people represents one of the main reasons why people revolted. Bad governance contributed to the fall of Mubarak regime in three fundamental ways: first, it created the conditions (such as rampant corruption, violation of human rights and absence of rule of law) that served to inspire public action against the rulers; second, it led to the breakdown of core elements critical for regime stability (within the bureaucracy and the judiciary for example) and third it catalyzed the middle-class who played a key role in agitating for the uprisings via Face-book and other social media. However, in exposing the dynamics of bad governance in Egypt, this article suggests that the problem is not only one of governance gone badly; but also the lack of comprehensive 'good governance' paradigm capable to overcome bad governance aspects. So, by focusing only on institutional reform, the good governance paradigm did not capture the way in which actors, processes and values become diffuse across the state-society divide.A relational governance approach would be more analytically useful in capturing and engaging with some of these dynamics. Whereby, through partnership adoption-which is one of good governance pillars-decentralization of powers and responsibilities from a higher to a lower level of government should been held out as an answer to a multitude of diverse political challenges to realize the desired societal development. It is often assumed that as an organizing principle, decentralization reduces corruption by bringing government closer to
Government and non-government organizations (NGOs) basic reaction to the pace and scale of international changes has been a hesitancy to recognize adequately the need to modify themselves. Problems tend to be interdependent as well as bundled, needing thorough approaches as well as common participation. On the other hand, the private sector in developing countries providing on average 60 per cent of GDP, 80 per cent of capital flows and 90 per cent of jobs. As a result, a solid along with vital private sector is essential for help Developing countries move from associations depending on aid towards types depending on economic partnerships. Consequently, developing a collaboration dependent upon creating shared value (CSV) credo by using the private sector - rather than the conventional social responsibility approach- is a must to increase the impact involving aid investments while bringing in business growth. Hence, such paper aims to depict the suitable framework to create shared value policies and practices that enhance the competitiveness of private sector companies while simultaneously advancing the economic and social conditions in the communities in which they operate. Moreover, it tends to detect barriers impeding the realization of such framework; and the needed pillars to overcome such barriers in developing countries as Egypt.
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