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A critical review for best practices of public entities in Korea

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Table of Contents I. Introduction II. Evaluation on 15 ‘Best’ Practices 1. Core Strategy (1) Automation and Integration of Water Resource Management (2) Reforming Water Supply Management (3) Joint Safety Action 2. Consequence Strategy (4) BSC Performance Management System (5) Open Appointment System (6) Consequence for Cost Minimization 3. Customer Strategy (7) Coordination for Service Improvement (8) Customer Service Clinic (9) Consulting Service in Agriculture Trading 4. Control Strategy (10) Broadcasting Managerial Meetings (11) Empowerment to Branch Offices (12) Centralized Procurement Service 5. Culture Strategy (13) Labor Conflict Management (14) New Methods for Financing (15) Affirmative Action to Female Staffs III. Lessons and Conclusion 1. Evaluation on Core Strategy 2. Evaluation on Consequence Strategy 3. Evaluation on Customer Strategy 4. Evaluation on Control Strategy 5. Evaluation on Custom Strategy 6. Concluding Remark
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Abstract The dissemination of best practices has been a major tool for public sector reform in Asia. There are two reasons why it is an effective tool, especially for reforming public entities (PE) such as state-owned enterprises and government-funded organizations, which have more flexibility in their management than government ministries. The Korean government has collected and disseminated best practices of public entities each year. The best practices selected by the government were acknowle
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Title A critical review for best practices of public entities in Korea
Similar Titles
Material Type Reports
Author(English)

Park, Jin

Publisher

Seoul:KDI School of Public Policy and Management

Date 2008
Series Title; No KDI School Working Paper Series / 08-05
Pages 41
Subject Country South Korea(Asia and Pacific)
Language English
File Type Documents
Original Format pdf
Subject Industry and Technology < Entrepreneurship
Holding KDI School of Public Policy and Management

Abstract

"The dissemination of best practices has been a major tool for public sector reform in Asia. There are two reasons why it is an effective tool, especially for reforming public
entities (PE) such as state-owned enterprises and government-funded organizations, which have more flexibility in their management than government ministries. The
Korean government has collected and disseminated best practices of public entities each year. The best practices selected by the government were acknowledged, published and rewarded. However, despite efforts by the government, best practices do not seem to create as many positive externalities as they should. The first possible reason is the selection of wrong ‘best’ practices. The second reason for the low utilization of best practices lies in the fundamental weakness of benchmarking: modification is necessary when importing cases, but has yet to be fully applied. The Korean government has been active in disseminating Korea’s best practices to other countries, but those who wish to learn from Korea’s best practices will face the problems mentioned above. The purpose of this paper is to critically evaluate the best practices chosen by the Roh Moo-hyun government. This paper reviews all the ‘best’ practices published by the Ministry of Planning and Budget between 2003 and 2006, and selected 15 cases for review. This paper briefly summarizes each case, and will suggest major weakness or areas for
development, followed by suggestions for modification in case other Asian countries wish to benchmark the best practice. The presented cases have been categorized into five areas based on David Osborne’s five C strategies to reform a public organization: Core, consequence, customer, control, and culture. A typical problem is presented based on these five categories."