The development of efficiency in the American bureaucratic system consists
of the following methods (Office of Permanent Secretary for Interior, 2005: 37-45):
1) The red tape was cut to focus more on the outcomes than to strictly
follow the regulations. So, the procedure the American government applied includes:
(1) Adjustment of the budget process, such as top-down policies,
budget arrangement regarding the priority of policy importance and budget allocation
according to organizational tasks, budget arrangement and approval in two-year
periods, cancellation of budget reimbursements at different times, and specification of
description and objectives of expenses.
(2) Decentralization of personnel administration for recruiting and
selecting employees for all positions, adjusting the position classification and
compensation systems, evaluating performance and discharging officers for
misconduct and loss of working ability.
(3) Streamlining procurement for deftness and rapidity,
authorization of procurement of information technology as appropriate for the
organizations’ size, with no bids in cases of budgets not exceeding US$100,000.
(4) Reorientation of the Inspector General’s roles, by assigning
additional roles and developing the monitoring system to put more emphasis on
outcome-based administration.
(5) Elimination of regulatory overkill by being less strict with the
internal control or cutting unnecessary expenses.
(6) Increasing the federal and state governments’ authority by
amending some regulations or laws which hampered the governments’ performance 16
and assigning the governments to manage small-sized projects with budgets not
exceeding US$10 million.
The development of efficiency in the American bureaucratic system consists
of the following methods (Office of Permanent Secretary for Interior, 2005: 37-45):
1) The red tape was cut to focus more on the outcomes than to strictly
follow the regulations. So, the procedure the American government applied includes:
(1) Adjustment of the budget process, such as top-down policies,
budget arrangement regarding the priority of policy importance and budget allocation
according to organizational tasks, budget arrangement and approval in two-year
periods, cancellation of budget reimbursements at different times, and specification of
description and objectives of expenses.
(2) Decentralization of personnel administration for recruiting and
selecting employees for all positions, adjusting the position classification and
compensation systems, evaluating performance and discharging officers for
misconduct and loss of working ability.
(3) Streamlining procurement for deftness and rapidity,
authorization of procurement of information technology as appropriate for the
organizations’ size, with no bids in cases of budgets not exceeding US$100,000.
(4) Reorientation of the Inspector General’s roles, by assigning
additional roles and developing the monitoring system to put more emphasis on
outcome-based administration.
(5) Elimination of regulatory overkill by being less strict with the
internal control or cutting unnecessary expenses.
(6) Increasing the federal and state governments’ authority by
amending some regulations or laws which hampered the governments’ performance 16
and assigning the governments to manage small-sized projects with budgets not
exceeding US$10 million.
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