Iki Kriz Arasinda Yönetim: Yeni Kamu Isletmeciligi/The Case of Administration Between Two Crises: New Public Management

It is generally accepted that, years between 1870 and 1914 were golden years of liberal practices; likewise, planned economy and centralization experienced heyday between 1945 and 1975. Thanks to the impact of welfare state approach, bureaucratic administration has carried on activities in a wide range within framework of planned development. Criticism appeared in the agenda regarding lower performance related to expanding public institutions following the oil shock. In addition, the existence of large scaled and inflexible public institutions that are close to the influence of environment and innovations. Those institution, perform on the basis of noncompetition and process rather output an efficiency. What is more, along with the increasing cost of public services and performance problem in expanding institutions, scarcity of financial resource was begun to emerge; and, in time it was perceived as the main outcome of the traditional administrative ills; and, this couldn't be remedied through traditional administrative methods. It is impossible to attain goals only by cosmetic measures through Weberian mechanisms. So the planning, implementation and motivation processes were started to be scrutinized. First results of diagnostic studies related to the problems of bureaucratic administration system revealed that the problem stemmed from planning, which was founded upon insufficient knowledge. For the efficient solutions the capacities of planning processes and structures of planning units were to be enhanced. However, no successful results were obtained through efficient planning, hence, the causes of the problem were searched in different elements of administration, and implementation process became the focal point. By taking account of "Implementation Deficit", insufficiency of executive agencies was emphasized. In order to overcome the implementation deficit, it was aimed to increase the institutional capacity. On the other hand, further studies showed that in addition to the "implementation deficit", the impact of target groups' low level motivation to participate administration could have been a factor of problem; and "motivation deficit" came to the fore. "Motivation deficit" means that the target group (citizens), as the service receiver, is not eager enough to put into practice the government's implementation targets. As long as individuals do not participate or contribute to the administrative and political processes willingly, implementations can