社会学评论
社會學評論
사회학평론
2015年
3期
42~52
,共null页
事业单位 竞聘上岗 基层治理 制度逻辑
事業單位 競聘上崗 基層治理 製度邏輯
사업단위 경빙상강 기층치리 제도라집
public danwei; competition for the posts; grassroots governance; institutional logic
事业单位是中国社会的一种重要组织形式,它构成国家基层治理的重要环节。对M学院中层干部竞聘上岗实践的分析表明,当前事业单位的现实运行中有着稳定的制度安排和行为机制。国家赋予事业单位自主权,由其进行自我管理,同时把坚持党的领导作为一项基本制度,又在事业单位中建立起比较稳定的基层民主制度。事业单位中形成了上下分际的权力结构和行为方式,领导和群众之间呈现出合作与互动的复杂关系。这些共同塑造了事业单位的内部秩序,形成了国家基层治理的制度逻辑。对国家治理的深入研究应重视对单位组织进行持续关注。
事業單位是中國社會的一種重要組織形式,它構成國傢基層治理的重要環節。對M學院中層榦部競聘上崗實踐的分析錶明,噹前事業單位的現實運行中有著穩定的製度安排和行為機製。國傢賦予事業單位自主權,由其進行自我管理,同時把堅持黨的領導作為一項基本製度,又在事業單位中建立起比較穩定的基層民主製度。事業單位中形成瞭上下分際的權力結構和行為方式,領導和群衆之間呈現齣閤作與互動的複雜關繫。這些共同塑造瞭事業單位的內部秩序,形成瞭國傢基層治理的製度邏輯。對國傢治理的深入研究應重視對單位組織進行持續關註。
사업단위시중국사회적일충중요조직형식,타구성국가기층치리적중요배절。대M학원중층간부경빙상강실천적분석표명,당전사업단위적현실운행중유착은정적제도안배화행위궤제。국가부여사업단위자주권,유기진행자아관리,동시파견지당적령도작위일항기본제도,우재사업단위중건립기비교은정적기층민주제도。사업단위중형성료상하분제적권력결구화행위방식,령도화군음지간정현출합작여호동적복잡관계。저사공동소조료사업단위적내부질서,형성료국가기층치리적제도라집。대국가치리적심입연구응중시대단위조직진행지속관주。
The public danwei is an important kind of organization in China, and it is also a vital tool of national grassroots governance. Based on a thorough case study on the practice of competition for the middle-level cadre posts in M college, we come to the conclusion that there are some basic institutional arrangements and action mechanisms in the operation of institutions in public danwei. Firstly, a certain limited degree of autonomy is granted for public danwei to manage daily routines by its own. Secondly, it must work under the leadership of CPC. Meanwhile, a stable foundational democratic system is operating simultaneously. Hence, a vertical boundary structure emerges, leading to a complex relationship of cooperation and competition between the leadership and the masses. In a word, all of these four factors work together and form the internal authority structure in the public danwei, and thus contribute to shape the institutional logic of the national grassroots governance. More attention should be paid to investigate the danwei sys- tem if we wish to shed more light on the underlying logic of national governance.