Problematyka kompleksowego zarządzania jakością w administracji rządowej szczebla regionalnego

Despite of the great changes of administration system at the beginning of 1990’s organs of the government administration at regional level still exists as the main instruments of control and surveillance. At the same time there were made efforts for creating the effigy of civil servant as the professional working for wide social interests. To achieve this idea the Civil Service Corp was called into being in 1996 and modified in 1998 and also the Civil Service Ethic Code was lied down in 2002. Simultaneously there were initiated works for introducing different quality management systems into separate offices of the government administration. Definitely the assumption of the composite quality management system both for self-government and government administration was presented in ordinance of Prime Minister of 31st of December 2000. On the base of the ordinance there was created Institutional Development Program as the formula of improving the relationships between the citizens and administration, standardisation of ethic behaviours in administration, stimulating of social and economic development by self-government and government services, knowingly using of European Union funds. The main aim of the Program was to change the traditional model of bureaucracy by modern system based on the international quality managing norm ISO 9001:2000 but also regarding peculiar needs of public administration organs. The process of initiation of the Institutional Development Program in piloting offices finally finished in January 2004. Although the results were passable in self-government administration nevertheless there were no reasons for satisfactory in case of the government administration at regional level. The main causes of that fact were fragmentary realisation of the Program, indisposition towards the changes and lack of conviction about success of the Program by most of the officials, and relatively small interest of managing staff. In consequence after the finishing of initiating the Program all the piloting offices of the government administration left off the ideas of widening the range of the Program and reduced their activity only to monitoring initiated components. While the Institutional Development Program was not completely successful after all it conduced to raise the standard of the quality of client service, increased the identification of the civil servants with the offices, improved the internal communication and introduced clear principles in personnel policy. The Program stayed also important because of creating possibility to appreciate the preparing of government administration at regional level to adopt the quality management system based on international norm ISO 2001:9000.