Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT:
The birth of democracy in South Africa launched a paradigm shift in the public
sector aligning it with the new political ideology. To meet this objective, state
organs had to be radically transformed to embrace this new political ideology
so as to extend and enhance service delivery to all South Africans. The
democratisation of state organs led to the transformation of public institutions
both statutory and non-statutory.
The urgency to transform strategic state institutions whose mandate was to
provide basic and primary needs like health, housing and social services, led
to the neglect of other like sport, culture, and the natural environment. The
transformation of some of the latter institutions was attended to only after a
couple of years after the democratisation. This led to flaws in these legislative
development processes which resulted in the creation of different institutions
by various laws. This was the root cause of fragmentation.
The provisions of these Acts are in some areas ambiguous and contradictory.
The consequences are duplications and overlaps in the implementation
processes. Heritage institutions have different regulatory frameworks and
management systems – regulations, policies, guidelines and procedures.
Furthermore, complex internal management systems expedite fragmentation
of this sector. This institutional fragmentation has enormous impact on
heritage conservation and management. There is limited cooperation and
collaboration between heritage institutions.
This study will outline how theories, strategies and instruments from the new
public management approach, can be utilised to address these challenges. / AFRIKAANSE OPSOMMING:
Met die totstandkoming van ‘n demokratiese Suid-Afrika het in paradigma
verskuiwing in die openbare sektor gevolg wat dit in lyn gebring het met die
nuwe politieke ideologie. Om hierdie doelwit te bereik staats instelling moes
radikaal getransformeer word om hierdie nuwe politieke ideologie te
ondersteun en diens lewering na alle Suid-Afrikaners uit te brei. Die
demokratisering van staatsinstellings het tot die transformasie van beide
statutere en -nie statutere instellings gelei.
Die noodsaak om strategiese staatsinstellings wie se mandaat dit was om
basiese en primere dienste soos gesondheid, behuising en maatskaplike
dienste te verskaf en transformeer, het tot die verwaarlosing van sport,
kultuur en omgewingsake gelei. Dit het ‘n paar jaar geduur na
demokratisering voordat die transformasie van hierdie instellings aandag
gekry het. Die gevolg was ‘n gebrekkige wetgewende ontwikkelingsproses
wat tot die totstandkoming van verskillende instellings in terme van verskeie
wette gelei het. Hierdie is die bron van fragmentasie. Die voorskrifte van
hierdie wetgewing is in sekere areas dubbelsinnig en teenstrydig. Die gevolg
is duplikasie en oorvleuling in die implementeringsprosesse. Erfenis
oorvleueling instellings het verskillende regulatoriese raamwerke en
bestuurstelsels- regulasies, beleide, riglyne en prosedures. Verder vererger
die komplekse interne bestuurstelsels fragmentasie in die sektor. Die
institusionele fragmentasie het groot impak op erfenisbewaring en-bestuur.
Daar is beperkte samewerking tussen erfenis instellings.
Hierdie studies sal aandui hoe teoriee, strategie en instrumente van die nuwe
benadering tot openbare bestuur aangewend kan word om hierdie uitdagings
die hoof te bied.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/2758 |
| Date | 12 1900 |
| Creators | Sibayi, Dumisani |
| Contributors | Muller, J. J., University of Stellenbosch. Faculty of Economic and Management Sciences. School of Public Management and Planning. |
| Publisher | Stellenbosch : University of Stellenbosch |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | Unknown |
| Type | Thesis |
| Rights | University of Stellenbosch |
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