NEW PUBLIC MANAGEMENT PARADIGM IN THE OFFICE OF PROBATION IN THREE SOUTHERN BORDER PROVINCES

Abstract

The objectives of this research were 1) to explore the new public management paradigm of the Probation Office in 3 southern border provinces; 2) To study the factors affecting the new public management of the Probation Office in 3 southern border provinces. under 3) to develop a new public management paradigm of the Office of Probation in 3 Southern Border Provinces.

This research was qualitative research. It is a study method for finding new knowledge from the point of view of the key informants and the researcher studied from the documents. In-depth interviews with 22 informants were conducted by analyzing the data and preparing a database so that it could be used by using a variety of methods to collect data for the results of this research. The results of this research revealed that executives of the Probation Office in 3 southern border provinces 1) had a model of probation office management that was consistent with Henri Fayol's concept. 2) Osborne and Gebler's conceptual new state, in an agreed manner, and the current probation office's public administration paradigm in line with that idea. 3) There are 4 dimensions of the concept used in the paradigm consideration: organizational and personnel dimensions; environmental dimension Service recipient dimension and the dimensions of compliance with the principles of good governance. As for the factors affecting the management of the Probation Office in the three southern border provinces. Probation office executives and practitioners agree that these seven elements complement McKinsey's 7'S concept. Affects the management of the probation office in 3 southern border provinces However, the importance of management style and personnel management factors will be emphasized. The new public management paradigm development approach of the Probation Office 3 in the Southern Border Provinces can be divided into 4 steps, namely, the study stage, collecting information based on the sappuris dhamma and the good governance. Emphasis on the integration of new public management with Buddhist management. The process of determining the management model according to the Buddhist method of management "POSDC" and the evaluation stage for development assessed according to McKinsey's 7'S component.