The article analyzes the fundamental theoretical models of public management (Veber and Wilson’s model and the model of “a new public management”) in the context of creation a new public management system in Russia. The article shows advantages of the models and makes the conclusion that the modern public management system in Russia cannot be formed solely on the basis of the models analyzed. When we compare these two models we see that either has difficulty in stimulating economic agencies to the effective use of the resources. The model of Veber-Wilson means that the state machinery should certainly aim at political leadership and, as it lacks analysis of the economic constituent in the functioning of bureaucracy, it ignores the aspects connected with the effective selection of the resources to achieve the goals set to the State machinery. It (the State machinery) is expected to carry out commissions of the political leaders without asking for substantial means (budget money) for its performance, that is why its due expenditures ought not to be mentioned. The theory of “a new public management” focuses on responding to the interests of the public and meeting its needs through increasing transparence of the state machinery. This model, considering the state machinery as an institution to which the management laws of the private sector must be applied, analyzes results and efficiency of its performance in connection with intensive usage of the resources in order to reduce the fiscal expenditures of the state. Efficiency of the state machinery’s performance is egarded here as meeting interests of the public or a customer and saving some money of the budget, allocated for the state functions, by optimizing the organizational structure and by making changes to transfer some functions to the outsourcing. It should be taken into account that this approach used by the state machinery as a strategy to optimize fiscal expenditures and to decrease transaction losses is not always reasonable. Budget saving tends to affect negatively the processes of improving management technology. We can ascertain that methods of developing reasonable goals and ways to achieve these goals with the help of the economic instruments to evaluate resource provision of the public management remain still ndiscovered fully within the framework of the given models of bureaucracy structure. Hence these models cannot be widely used to realize reforms and development of the state machinery performance to-day. To counterbalance the disadvantages of the theories mentioned above, a “program and goal” conception, which was widely spread in many countries in the middle of the 20th century, can well be considered. Practical implementation of the “program and goal” approach needs a program as the main management instrument to be introduced which, in its turn, allows the public management to function without clear orientation to the existing models of the bureaucratic structure. Thus, this approach cannot be a model of the bureaucratic structure as it considers the organization of the management process from a conceptually different angle. The article concludes that realization of all the efforts to set up a federal state institution of public management must take place within a single unified program. The program will integrate all measures which the public management bodies (institution) as well as the staff offices of the federal state and public management institutions of the Russian Federation subjects are to realize.
Дмитрий Баснак (Mon,) studied this question.