1. What are the main functions of local governments in ancient China? 2、What are the problems of the current provincial system? 3, China's local government financial management in the existence of the

A. Local Government Functions in Ancient Society

(1) Local Government Functions in Slave Society

1. Completion of tribute to the king is an important obligation of the local administrators of the slave society to the king. 2. Out of the need for defense and domination, the local government together with the central government to build the city wall. 3. The far-reaching impact on China's rural areas of counties and townships of the administrative regions. All originated in the slave society. 4. Influenced by the highly developed slave-owning class democracy of ancient Greece, the function of local government participation in the management of city-states in ancient Greece was more fully developed. 5. The Roman **** and state and the Roman Empire allowed some cities to practise self-governance, which became the origin of local self-government.

(2) The Functions of Local Government in Feudal Society

1. Maintaining the autocratic rule of the feudal monarch was the primary task of the functions of local government in feudal society in China. 2. In China, the administrators of local governments at all levels also exercised judicial power; in Western Europe, feudal lords at all levels possessed judicial power, which was the ****same feature of the functions of local government in feudal society in both China and the large countries of Western Europe. 3. In most dynasties of Chinese feudal society, the highest local administrators also had military power; but in the Sui and Tang dynasties, in order to prevent the localities from embracing the army and rebelling, the central dynasties practiced a high degree of centralization in military power; while in the Ming dynasty, local military power was granted to the highest local military governors in order to realize the constraints on the highest local administrators. In medieval Western Europe, the feudal lords had the right to own the military.4. Collecting and mobilizing the military service for the central dynasty and the higher government was the basic function of the local government in feudal China.5. In ancient China, the central and local governments had long assumed the function of constructing and maintaining the water conservancy projects, which was a traditional historical source of the local government in China to directly engage in the production activities, to be the important main body of the economic activities and to have the right to intervene in the production activities of the other economic main bodies. This is the historical origin of the tradition that local governments in China are directly engaged in production activities, and have the right to intervene in the production activities of other economic subjects. 6. The local population and household registers are the basis for the central dynasties to levy and collect taxes and services, therefore, successive dynasties have always demanded that the population and household registers of the region be counted, verified, and reported as a basic function of the local governments.

With the establishment and development of China's market economy, the problems of the current zoning system have been increasingly exposed, and it has been difficult to adapt to the development of the market economy and the need for reform of the national administrative system. On the one hand, the city-county system in the middle of the province-county to add a level of administrative management, the original province-county affairs can be communicated directly between the city must now go through the city to "upload and download", which emphasizes information technology and administrative efficiency of the modern administrative concepts compared to the requirements of the obvious lack of science, because An additional layer of zoning set up an additional set of information transfer procedures, which will not only reduce the speed of information transfer, but also make the information in the process of transmission of subjective interference in the chances of greatly increased, very easy to lead to information distortion, but also affects the lifeblood of modern administration - efficiency, deeper harm, is to lead to the central government orders not to be sent to the city, but also to the city, the city, the city, the city, the city, the city, the city and the city. The deeper harm is to lead to the central government orders are not smooth, the implementation of policies and measures are not in place.

On the other hand, the current city-county zoning system also causes the organization to swell and bloat, a set of administrative divisions need to be configured a set of institutions and people, because the municipal establishment both to manage the city, but also to manage the rural areas, while the city and the rural areas in the social structure, functional role, development needs, etc. has a naturally different, which objectively not only increases the complexity of the administrative management, but also make the In order to do a good job in these two areas of work and set up large and comprehensive institutions, resulting in the organization of the bloated, which not only increases the financial burden and the burden on farmers, but also very easy to breed multiple leaders, people overworked, and each other, such as bureaucratic phenomena.

In addition, from a practical point of view, the current city-county zoning system in the realization of urban-rural integration and coordinated development of the role of very little, because the urban system and the rural system itself has its own particularities and is very complex, the practice of municipal work is often centered on the city, while ignoring the rural areas and the interests of the farmers' needs, the emergence of the heavy city light in the countryside, the emphasis on industry light in agriculture, the promotion of public oppression of the phenomenon of agriculture, which undoubtedly with the current "three rural areas" and the "three rural areas", and the "three rural areas" are not the same. Undoubtedly with the current "three rural" issues in the construction of the national economy is not consistent with the basic position, but also with the central government to solve the "three rural" problem of the relevant policy is contrary to the sense that the current zoning system adjustment, but also better protect the interests of farmers, the development of the rural economy needs. In this sense, the adjustment of the current zoning system is also a need to better protect the interests of farmers and develop the rural economy.

Several important problems exist in the performance management of China's government

In recent years, a number of government agencies have implemented the target responsibility system, accountability system, Zhuhai, Luoyang and other cities to launch the "10,000 people to evaluate the government" activities. Many local and government agencies have also begun to draw on the key performance indicators (kpi) and balanced scorecard techniques commonly used in enterprises and foreign government agencies to design and improve the government's performance appraisal system. Overall, in China's current government performance, has formed some basic performance assessment model, the idea and practice of performance management have made great progress, but we must also admit that the Chinese government's performance management, whether it is from the ideological system, or from the specific level of operation, are still in the development stage, and even on the one hand, there is still the officialism thought, was y branded with the planned economy

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1. Lack of comprehensive performance management theory system support and government performance management organizational system to ensure.

First of all, our country is ill-prepared in the theory of government performance management. So far, we have not formed the overall ideological system on government performance management, for what is government performance, the central government's performance objectives and local governments at all levels and ministries and commissions should be a kind of what kind of relationship between the performance objectives, should be how to decompose the central government's performance objectives to the relevant departments, who should be assessed by the government's performance, etc., we have not formed a clear understanding. Secondly, we do not have a clear understanding of the relationship between the performance objectives of the central government and the relevant departments. Secondly, there are no laws and regulations on overall government performance management, nor is there an organization at the central government level responsible for coordinating, monitoring and strengthening the overall performance of the government. Due to the lack of relevant legal safeguards and a centralized body for the unified management and monitoring of the overall performance of the government, therefore, although many local governments and functional departments in our country are carrying out various innovations and attempts in performance management, these performance management reforms tend to be in a fragmented and spontaneous state, and in some places performance management has actually evolved into the government's " image project". image project".

2. The lack of a clear mission of government performance traction and the basis for measuring government performance.

Government performance management should start with a clear mission for the government organization, and then establish a complete performance management system from top to bottom. For government departments, the mission statement and management of the importance of the more important than the enterprise: because the mission not only defines what the government agencies should do, that is, to clarify the functions and positioning of the government agencies, to clarify the role of the government needs to play, but also is the ultimate basis for measuring the performance of the government, in fact, the essence of measuring the performance of the government is to see the extent to which the government in the full implementation of its mission and responsibilities. However, in reality, our government agencies basically do not have their own clear mission statement, and in the absence of a clear mission of the agency, the former and latter leaders of the same agency tend to manage and steer the direction of the agency according to their personal preferences and perceptions during their tenure. Since the next leader does not necessarily agree with the predecessor's positioning of the organization, but will do something else, which leads to a lack of continuity in the work of government agencies in many cases, often new ideas and proposals, new projects are endless, but not many really effective.

3. The design of the government's performance appraisal system is overly concerned with the refinement of indicators and the unification of the assessment system.

At present, the exploration of government performance management, most of the indicators from the beginning rather than the mission and strategy of the hands, so it is natural to fall into the entanglement of the indicators, and some researchers even try to use complex mathematical models to improve the government's performance appraisal index system of the "accuracy", and at the same time most of the time will try to establish a set of performance appraisal system common to all governments, but not many of them are really effective. At the same time, most of them will try to establish a set of performance appraisal system common to all local governments. However, even for the same level of local government, we should not adopt a set of identical performance appraisal index system or require the same index value. This is because, although the management functions undertaken by the same level of local governments across the country are generally similar, due to the large differences in the natural endowments, as well as economic and social aspects in different parts of the country, the development strategies of different localities are completely different, and all localities should not be required to pursue the same development model. However, because our current government performance evaluation approach is precisely to use the same indicator system to assess the performance of local governments, which has resulted in almost all local governments to attract investment, sparing no effort to develop projects, development zones and plazas, rather than tailoring to local conditions and realistically formulating local development strategies and objectives, and pursuing healthy and sustainable local development. Such a "grand unified" evaluation model will bring about another negative impact, that is, many resource-poor, geographically disadvantaged and economically, educationally and socially disadvantaged local governments may never be able to get too good a performance evaluation result, and no matter how hard they try, they may not be able to keep up with those who are "gifted" or "talented" in terms of resources. "No matter how hard they try, they may not be able to compete with places that are better endowed in terms of resources or history. This kind of one-size-fits-all performance appraisal, in fact, can not reflect the actual efforts and real performance of the governments around the world, but also make the weak foundation of the local government to lose the motivation to work hard.

4. The performance appraisal of government officials lacks objective evaluation criteria.

At present, China's individual performance appraisal of civil servants is still in the traditional personnel assessment stage, that is, based on the "moral, ability, diligence, performance, integrity" such a generalized performance indicators to be assessed, the content of this assessment and the individual civil servants have no clear connection with their work responsibilities, it is difficult to reflect the actual personal civil servants Work situation, and therefore in the actual implementation of the process of most of the flow

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in the form, neither can help civil servants to understand their own performance deficiencies in the end where, and how to further improve their performance. At the same time, the lack of clarity in the criteria and basis for appraisal often leads to the inability of superiors to explain the results of the appraisal to their subordinates. An important reason for this is that we have not conducted any in-depth job analysis of the work undertaken by government civil servants over a long period of time, and there are no clear answers to many important questions, for example, what exactly are the requirements of the duties in the specific posts undertaken by civil servants? What are the basic performance standards that should be met for each duty? Under such circumstances, when assessing the performance of individual civil servants, only a relatively vague standard can be used for measurement. Similar situation is also reflected in the democratic appraisal of leading cadres, this appraisal, although for the assessment of leading cadres of the work style and work ability to play a certain role, but due to the assessment index is too abstract, targeted poor, so it is difficult to apply the results of the assessment of the leading cadres of the rewards, promotion or demotion, post adjustment, and other human resources management decision-making, and can not tell the evaluated in the end how to improve their performance. can improve their performance.

5. The "government-oriented" efficiency-oriented governance orientation restricts the correct evaluation of government performance.

The value orientation of government performance management is the tendency and rational choice of the administrative subject according to a certain value of different administrative goals made by the direction of behavior, which reflects the basic value judgment of the government organization, the value of the confirmation and the choice of interests. Determines the development of performance management system and assessment standards, it can be said that the value orientation is the soul of performance management. The bias of value orientation in our current government performance management. Affect the performance management technology function.

"Government-oriented" value orientation. China's government performance assessment is mainly by the higher authorities to assess + evaluation and supervision of power in the hands of a few people, the assessment emphasizes the national and collective interests, emphasizing the government authority, the Government, the Government, the Government is still practicing the Government's "model due to the collective and national interests is a relatively general and vague concept. What truly represents the national and collective interests is rarely defined operationally in administration, in order to pursue high performance. Government departments often ignore the legitimacy of individual interests in administration, and even incidents of arbitrary treatment and harm to individual interests and rights occur. The result is prone to isolated government administration and lack of effective supervision.

The value orientation of efficiency. Because of the "efficiency first. Taking into account the fairness" policy, the pursuit of efficiency has become the ultimate goal of government management, accordingly, in the government performance evaluation only pay attention to efficiency assessment. Administrative efficiency is the ratio of administrative inputs and outputs, administrative outputs are usually soft indicators, more difficult to measure and statistics, the results of the evaluation of efficiency is often turned into an assessment of administrative inputs, rather than the ratio of administrative inputs and administrative outputs of the assessment. Administrative inputs can only explain the cost of administration and the degree of effort, too much attention to the assessment of administrative inputs, easy to bring "manufacturing work", "no credit has hard work" formalism in the administrative phenomenon. Make the government management field of formalism prevails.

Three, to enhance the level of performance management of China's government a few suggestions

The party in the expansion of the accelerated reform of the government system, the construction of a service-oriented government put forward new requirements, made new deployments, the construction of a clean and efficient government has been put on the agenda to the scientific concept of development to promote the development of various undertakings, to the correct view of the government performance in order to assess the economic and social development has become the most important task of all. imperative. China's government in strengthening performance management, should pay attention to the following aspects of work:

One is, we must establish as soon as possible the idea of comprehensive government performance management, the establishment of a top-down government performance management theory system and organizational system, the establishment of a clear function of the central government level of performance management and to promote the agency, with systematic ideas, models, as well as organizational and management systems to promote the government of China's The systematic ideas, models and organizational management systems are used to promote the overall improvement of the performance of China's government.

Two, government agencies at all levels and relevant government departments should clarify their own mission as soon as possible, so that under the guidance of this mission, according to the central government's unified deployment and planning, to establish their own short-term and long-term performance objectives, clear performance measurement standards and corresponding financial and time budget, only in this way can the government performance management really help to achieve the government's mission, and make the government's commitments really be implemented, and the government's commitments really be implemented. Only in this way can the government performance management really help the government to achieve its mission, and make the government's commitments really be implemented, strengthen the government's implementation and the cost-effectiveness of the work.

Thirdly, to get rid of the idea of adopting completely unified performance appraisal standards for different government agencies or departments, when formulating the performance appraisal indexes for all levels of government and all government departments, we should take into account the differences between the relevant levels of government and government agencies in terms of their missions, directions of strategic development, actual situations and performance bases as far as possible, and formulate the performance appraisal indexes and standards according to the local conditions and conditions. While meeting the basic performance requirements, they should be able to emphasize the characteristics and individuality, and all government departments should be encouraged to actively pursue performance improvement, instead of looking at who is more fortunate and can occupy better resources or enjoy a better historical foundation.

Fourth, as soon as possible, job analysis and job classification of the work of government departments, each government department's performance appraisal objectives and requirements broken down to each post within the government, so that each civil servant can undertake their due responsibilities, to achieve the goal of performance appraisal of individual civil servants based on the extent to which civil servants complete the requirements of the post and performance objectives reached, so that the Performance appraisal can be based on facts, results-oriented, rather than generalized personality traits or vague standards as the basis, but also more conducive to provide performance feedback to civil servants, urge and encourage them to improve their performance.

Fifth, improve the government performance management legislation, to implement performance management must be formulated as soon as possible on government performance management laws and regulations, from the legislation to establish the status of performance management, government performance management and evaluation of government performance management and evaluation of government at all levels of legal requirements, the power of the law to promote the reform of government administration, the construction of a performance-based government hungry, and at the same time, we must strengthen the promotion of performance management is directly related to the legalization of open government affairs. At the same time, it is necessary to strengthen the process of promoting the legalization of government affairs openness directly related to performance management, especially the law on information disclosure. In order to improve the people's right to know the right to monitor and better realize the people's evaluation of government performance of the institutional arrangements.

Sixth, government work is ultimately done through the staff, the quality of staff will determine the efficiency and effectiveness of government work. It is necessary to determine realistic policies for the introduction of talents and reduce the cost of introducing talents by refining the division of posts and strengthening the analysis of the organization, posts and work of government agencies; to attach importance to the training of human resources, increase the opportunities for training of civil servants, and introduce new knowledge and theories in a timely manner; to reform the method of salary distribution, widen the salary differentials, and reform the non-leadership positions of civil servants, so as to reduce the pressure on the governmental agencies; and, at the same time, to At the same time, it is necessary to strengthen the study of civil servants' performance evaluation and to ensure that the evaluation is fair and just, so as to improve performance. Government agencies should adhere to the principle of "streamlining and efficiency" and strengthen the study of human resources to reduce the cost of government work.