本文關(guān)鍵詞： 屬地管理體制 基層政府 責(zé)任政府　出處：《吉林大學(xué)》2016年碩士論文　論文類型：學(xué)位論文

【摘要】：政府責(zé)任的實(shí)現(xiàn)問題已成為理論研究和實(shí)踐探索的熱點(diǎn)和難點(diǎn),雖然圍繞基層政府責(zé)任實(shí)現(xiàn)的研究成果不少,但結(jié)合屬地管理體制來考察基層政府責(zé)任問題的成果尚不多,且已有成果宏觀分析多、微觀考察少。本文以基層政府責(zé)任實(shí)現(xiàn)途徑為視角,從相關(guān)責(zé)任主體、責(zé)任受體、管理制度、社會(huì)環(huán)境因素、政府責(zé)任、正向績效管理、監(jiān)督管理等方面進(jìn)行分析,聯(lián)系實(shí)際分析基層政府的“三性”特征,從學(xué)理和實(shí)務(wù)角度對屬地管理體制概念、屬地管理的應(yīng)用范圍、屬地管理的優(yōu)劣著手,探究在目前屬地管理體制下基層政府面臨的種種困境和難題,并進(jìn)行拓展性原因分析,最后提出完善行政管理體制,促進(jìn)基層政府積極履行職責(zé),化解鄉(xiāng)鎮(zhèn)屬地化管理困境,鞏固基層政權(quán)的初淺建議。屬地管理體制本來是中央政府分權(quán)和用于約束地方政府工作的一種制度,并區(qū)別于垂直管理體制,旨在給地方一定的自主權(quán),但實(shí)踐中,屬地管理體制已擴(kuò)大了原來的范疇,上級部門通過制定工作方案、發(fā)通知、召開會(huì)議等形式,完成工作部署,輕而易舉已地將工作任務(wù)進(jìn)行分解、轉(zhuǎn)嫁,事后只要監(jiān)督、檢查即可�；鶎诱鳛樽罨鶎訂卧�,面對的不是幾個(gè),而是數(shù)十個(gè)上級職能部門同時(shí)實(shí)施管理和考核,基層政府一方面疲于應(yīng)付,另一方面有好處的事情大家爭著做,不利的事情相互推諉。在屬地管理體制實(shí)施過程中,面對“條條”之間互相沖突的政令時(shí),往往一籌莫展。并且,在法規(guī)或文件中,并無明確規(guī)定基層政府條塊如何結(jié)合?雙重領(lǐng)導(dǎo)如何分權(quán)?故在實(shí)踐中出現(xiàn)管理真空、交叉管理和多頭管理的窘?jīng)r。實(shí)踐中,在鄉(xiāng)、鎮(zhèn)和街道,最怕聽到“屬地管理”的會(huì)議要求,如果職能部門舉起“屬地管理”大旗,則基層單位基本無好結(jié)果。加之,在上級政府和職能部門面前,基層政府話語權(quán)較小,對于屬地管理體制的實(shí)施職能是被動(dòng)接受。這種管理體制由于存在權(quán)限不清、責(zé)大于權(quán)、有責(zé)無權(quán),以有限的權(quán)力承擔(dān)著無限的責(zé)任等弊端,勢必造成政府職能缺位和不到位,甚至導(dǎo)致上級職能部門與基層工作人員對屬地管理持完全對立的態(tài)度。一般而言,基層政府是國家政令、決議的最直接實(shí)施者,工作的困境多是貫徹執(zhí)行和責(zé)任問題,不涉及制度本身,那么,這個(gè)沖突的背后究竟是制度安排問題?還是政策執(zhí)行問題?現(xiàn)行條塊分割管理體制與基層政府效能和績效考核是否存在關(guān)聯(lián)?需要認(rèn)真思考,高度關(guān)注。
[Abstract]:The realization of government responsibility has become a hot and difficult point in theoretical research and practical exploration. Although there are a lot of research results around the realization of grass-roots government responsibility, there are not many achievements in examining the problem of grass-roots government responsibility in combination with the territorial management system. From the perspective of the basic level government responsibility realization approach, from the relevant responsibility subject, responsibility receptor, management system, social environmental factors, government responsibility, positive performance management, the article takes the basic level government responsibility as the angle of view, from the related responsibility subject, responsibility receptor, management system, social environment factor, government responsibility, positive performance management. From the angle of theory and practice, this paper analyzes the concept of the territorial management system, the scope of application of the territorial management, the advantages and disadvantages of the territorial management, and analyzes the characteristics of the grass-roots government in terms of supervision and management, and analyzes the characteristics of the "three characteristics" of the grass-roots government. This paper probes into the difficulties and difficulties faced by grass-roots governments under the present territorial management system, and analyzes the reasons for the expansion. Finally, it proposes to perfect the administrative management system, to promote the grass-roots governments to carry out their duties actively, and to resolve the difficulties of local township management. The territorial management system was originally a system used by the central government to decentralize and restrain the work of local governments, and is different from the vertical management system in order to give the local authorities some autonomy, but in practice, The territorial management system has expanded its original scope. Through the formulation of work plans, the issuance of circulars, and the convening of meetings, the higher authorities have completed their work arrangements, easily decomposing and transferring the work tasks, and after that they only need supervision. The grass-roots government, as the most basic unit, is faced with not a few but dozens of higher functional departments simultaneously implementing management and assessment. On the one hand, the grass-roots government is struggling to cope with it, on the other hand, everyone is scrambling to do good things. In the process of implementing the territorial management system, when faced with the conflicting decrees between the "articles", they are often at a loss. Moreover, in laws and regulations or in the documents, there is no clear provision on how to combine the sections of the grass-roots government... How can dual leadership be decentralized? Therefore, in practice there is a dilemma of management vacuum, cross-management and multi-management. In practice, in townships, towns and streets, they are most afraid of hearing the demands of "territorial management" meetings. If the functional departments raise the banner of "territorial management," In addition, in the presence of higher levels of government and functional departments, the grass-roots government has a relatively small right to speak, so it is passive to accept the implementation functions of the territorial management system. This kind of management system is more responsible than the right because of the lack of clear authority. Having responsibilities and not having power, taking unlimited responsibilities with limited power, and so on, will inevitably lead to the absence and imperfection of government functions, and even lead to a completely opposite attitude towards territorial management between higher functional departments and grass-roots staff. Generally speaking, Grass-roots government is the government decree, the most direct implementation of the resolution, the plight of the work is the implementation and responsibility of the problem, not the system itself, so behind the conflict is the institutional arrangements? Or policy implementation? Is there any relationship between the current management system and the effectiveness and performance appraisal of grass-roots government? Need serious thinking, high attention.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：D630

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