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タイトル: 地方分権と地方自治体職員の行動様式
その他のタイトル: Local Autonomy and Behavioral Patterns of Local Government Employees
著者: 中道, 實
著者(別表記) : Nakamichi, Minoru
著者読み: なかみち, みのる
キーワード: Local autonomy; policy process; public employee type; human resource development; 地方自治; 政策過程; 公務員; 人材育成; 地方分権; 地方自治体職員; アクター; ステージ
発行日: 2006年 3月 1日
出版者: 奈良女子大学社会学研究会
引用: 奈良女子大学社会学論集, 第13号, pp.9-36
抄録: This article explores two related to whether it is possible for a local self-governing body to acquire the legislative and administrative powers that would enable it to propose and to enact its own policies and systems. (1) The first topic is to clarify how the local government employee system functions within the local policy process. (2) The second topic is to convent the behavioral patterns of local government employees into types then to clarify the relation between these types and the behavior of administrative organizations. Our target of study was city government employees (assistant manager class and above) and we gained the following findings. 1-1. The policy process of city government is a continuous "political process" of consent and creation among multiple actors that involves political coordination and decision making. 1-2. At each stage of the political process, the mayor is the actor who exercises the greatest influence. 1-3. At the policy formation stage (proposal), prefectures and central government agencies have the greatest influence. At the policy decision stage, council members, and administrative officers have the greatest influence. And at the policy implementation stage, the press, civic campaign groups, local organizations, and trade organizations have the greatest influence. 2-1. Through career path development, a city government employee becomes an "administrative person" type who focuses on policy and organization. Upon promotion to administrative officer, a city government employee pursues the public good as a "public person" type who has a disciplined ethical viewpoint. 2-2. An employee who becomes a "public person" type is a source of dynamic strength for an administrative organization. From these findings, we can see haw important it is for each local government employee to improve his or her policy formation ability as a "public person". Local government employee must transform themselves into planner and producer types. Once they do so, the local self-governing body will truly become a "government."
URI: http://hdl.handle.net/10935/312
ISSN: 1340-4032
出現コレクション:13号

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