While organisational performance has been enhanced, there are a number of caveats which must be considered: The NZ model emphasises matters that can be specified in contracts, such as the purchase of outputs.
Inadequate attention is paid to things which do not fit into this framework, such as outcomes and government ownership. Contracting depends on self-interested action and can induce managers to take a checklist approach to responsibilities. Contract-like arrangements do not create arms-length relationships or enable governments to toughen insistence on performance. Governments usually have little choice but to contract with their own departments.
Negotiating and enforcing contracts entails transaction costs. These have not been systematically studied in NZ. Formal contracts and internal markets were feasible for NZ because the country was already developed, with a robust market sector and mechanisms for enforcing contracts.
These conditions are rare in developing countries, where informality is widespread. Instead, logical steps can help reduce informality and build managerial capacity in developing countries: Progress in the public sector requires parallel advances in the market sector. This was the third highest percentage answered to the question by any country. The correct answer was 25 per cent. The most ignorant country was Mexico, followed by India and Brazil taking second and third place respectively.
New Zealand was the most ignorant developed country in fifth place overall. App users click here to take the quiz. We are often most incorrect on factors that are widely discussed in the media or highlighted as challenges facing societies, such as the proportion of young adults still living at home, immigration and wealth inequality. We know from previous studies that this is partly because we over-estimate what we worry about - as well as worrying about the issues we think are widespread.
From boasting the world's third-highest per capita income, in , New Zealand now looked set to fall from 20th to 23rd among the member OECD nations, leaving it ahead of only Greece, Mexico, and Turkey. Michael Porter, director of Harvard Business School's recently inaugurated Institute for Strategy and Competitiveness, was one of a number of speakers who suggested the premier's assessment may have erred on the conservative side.
In comments generally echoed elsewhere among the visiting academics, and in the conference's final resolutions, Dr Porter said time was running out for the country to upgrade its scientific and technological capacity by increasing the types of specialised programmes offered at its universities and research institutions. So downbeat were a number of the points made by Dr Wade and Dr Porter, and others at the conference, that Ms Clark's second in command, deputy Prime Minister Jim Anderton, later criticised the scholars for not having emphasised enough of the country's achievements.
Mr Anderton told reporters he was planning another event of his own to rectify that impression. Included among the other higher education-related points of the gathering's final declaration were resolutions calling for a nationally co-ordinated drive to recruit talented immigrants, including the significant number of native teachers and university lecturers who have decamped abroad from New Zealand in recent years, a publicly-funded broadband internet, access for post-secondary institutions and the raising of educators' salaries, possibly by tying them to their job performance.
0コメント