Countries suffering from high transactions costs are often victims of administrative inefficiencies and policy ineffectiveness at central governmental level. The objective of this article is to describe such inefficiencies and ineffectiveness as they presented themselves after Slovenia reached independence from the former Yugoslavia in 1991. In particular, the author describes the multiple causes of inefficient administrative and ineffective policies as they presented themselves in the subsequent period of gradual administrative modernization during the years of 1993-1996.

Public administrations in all parts of the world are faced with multiple pressures to innovate and improve effectiveness and efficiency. Reforms range from New Public Administration (NPM) to other forms of reorganizations like ‘‘gestion publique par contrats’’ (France, Belgium) resulting in various forms of New Public Administrations (NPA).

Globalization exerts powerful pressures on our national government and public administrations. Most distinctive are the pressures regarding public management effectiveness and the internationalization of the civil service. The former demands that traditional public administrative culture be transformed into a managerial culture, the latter involves increasing alignment of national policies and relations with the private sector according to international standards and practices. Civil servants are pushed by these trends to expand the definition of their role and to acquire new knowledge and skills in order to meet this challenge of globalization.

Saner, R.;"Globalization and its impact on leadership qualification in public administration". International Review of Administrative Sciences, Vol. 67: 649-661, 2001.

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Saner, R., Yiu L.; "Challenges for the 21st Century for Leadership
Qualifications: Reflections and Responses". Asian Journal of Public Administration, Vol. 22 (1), June, 2000.

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The goal of this paper is to present the case example of China in its development effort of future leaders within the public sector. This case example will first describe the leadership
model currently in use in China as the basic framework of assessment, selection and development of leaders befitting the tasks requirements of the 21st century. Narrative description will be given regarding the actual practices regarding leadership assessment, selection and development in China.

Saner, R.; “Action Research & Action Learning as Means to Improve Service Delivery in the Public Sector: Case Example from a Capacity Building Project in Slovenia”. 24th International Congress of the International Institute of Administrative Sciences. Paris. September, 1998.

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Das Ziel dieses Artikels besteht darin darzulegen, wie die Action-Learning-and Action-Research-Methoden innerhalb eines New-Public-Management-Reform-Projektes eingesetzt werden konnen, and aufzuzeigen, wie dadurch der Transfer von New-Management-Know-how an die Kundenorganisation sichergestellt werden kann .

Saner, R., Yiu, L.; “Institutioneller Aufbauprozess der Zentralverwaltung Sloweniens Mittels Action Learning und Action Research“. Information Internationalen Treuhand AG, Nr. 103, Basel, April, 1998.

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Yiu, L., Saner, R. (Editors).; “Organisation & Management of In-Service Training within Central Government Administration and Training Modules: A Comparative Study of Slovenia & Switzerland”. Institute of Public Administration. Ljubljana. 1997.
Yiu, L., Saner, R. (Editors).; “Compedium of Pilot Projects for Improving  Working Procedures in the Slovene Public Administration and Training Modules”. Institute of Public Administration. Ljubljana. 1997.
Yiu, L., Saner, R. (Editors).; “M.A.S.T.E.R. Project in Slovenia: 1994-1996”. Institute of Public Administration. Ljubljana. 1997
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