You are on page 1of 53

: 2

1 (..-.. 2556)

The Circumstances of Thai


Local Administration
in Terms of a Challenging
Process
to Public Service Quality
. *
Dr.Rong Boonsuaykwan

;
Email: bnarong@wu.ac.th

: 2
1 (..-.. 2556)



13





1)
2)

[2]

: 2
1 (..-.. 2556)

3)



4)






: ,

Abstract
This article aimed to explain the
situation of Thailands local government in
the past decade that there were many
constraints in management circumstances.
By synthesising 13 independent
researches, it was found that the factors
concerning the local government
[3]

: 2
1 (..-.. 2556)
management inputs such as budget,
management context, the power
relationship with central government and
the managerial environment were the key
factors. Most of the time, local
governments did not give much concern in
spending the since the budgets they were
given by the central government annually,
but one thing that needed to be concerned
was to spend them carefully under the law
and regulations. As for local government
management aspects that adapted
correspondingly to the context such as 1)
the power relationship with the central
government, 2) rapid ecological and
physical changes that caused
management to adapt as it had to be
adjusted in accordance. to the
environmental risks and crisis, 3) the
awareness of citizenship, local cultural
community, value of restored local wisdom
and power among social groups, and 4)
political and/or social conflicts all had
certain influences on the management, as
they constrained the internal
management, negatively affecting the
effectiveness in planning and
implementation, especially in analysing
[4]

: 2
1 (..-.. 2556)
procurements and budgetary transfers and
savings.
Key Word: Local Government
Management, Quality of Public Services


(.)

.



[5]

: 2
1 (..-.. 2556)





.


[6]

: 2
1 (..-.. 2556)


(
, 2551; ,
2555)







[7]

: 2
1 (..-.. 2556)







(.)
(.)


(2556)

.



99.71
.
[8]

: 2
1 (..-.. 2556)
0.29

. 4 .

.
.




[9]

: 2
1 (..-.. 2556)
.

. .
.


.


.

[10]

: 2
1 (..-.. 2556)


.






( , 2556)

.
.

[11]

: 2
1 (..-.. 2556)
1
.
.
.

. .

2476 .
. 2540

[12]

: 2
1 (..-.. 2556)




.

[13]

: 2
1 (..-.. 2556)




1 1
12


..2505,
2518, 2531, 2544

12



(2556) ..2544
[14]

: 2
1 (..-.. 2556)
..2545
13,385.31 ..2546
2,050.26
..2547 10
850.65 ..2548
5,982.28 ..2549
9,627.41 ..2550
1,687.86 ..2551
7,601.79 ..2552
5,252.61 ..2553

61

- ..2554
8 2
2
67,259
2

[15]

: 2
1 (..-.. 2556)
2.4 150,000
1.7
100,000
20,666


.

.



(2555)

4


/ 4

[16]

: 2
1 (..-.. 2556)


2 3

[17]

: 2
1 (..-.. 2556)
2
1)
2)
3)
4)
5)


.

/

( , 2556)
[18]

: 2
1 (..-.. 2556)
(2556)
.
2
.








(
, 2556)


/

2554



[19]

: 2
1 (..-.. 2556)
.


.

..2554


.






[20]

: 2
1 (..-.. 2556)
.








.
.
.






[21]

: 2
1 (..-.. 2556)






(
, 2556)

.

OTOP




.
[22]

: 2
1 (..-.. 2556)


4
.

.

.



.

[23]

: 2
1 (..-.. 2556)



.


.

.


( , 2556)



[24]

: 2
1 (..-.. 2556)
.
.




. .
(2556)


1

.




[25]

: 2
1 (..-.. 2556)
.








.


.


.


[26]

: 2
1 (..-.. 2556)


.

(2556)

.


[27]

: 2
1 (..-.. 2556)




(2556)





.


.


[28]

: 2
1 (..-.. 2556)

[29]

: 2
1 (..-.. 2556)

.


(Efficiency)
(Perform-ance)
3

(Effectiveness)

[30]

: 2
1 (..-.. 2556)








2540

2550








[31]

: 2
1 (..-.. 2556)

4 .




5
(Knowledge base)


(Emotional Base)

..2551
5

[32]

: 2
1 (..-.. 2556)





200

1,000 %

10


(Dis-Function)

10

88.64
[33]

: 2
1 (..-.. 2556)



..2548-2554 ( , 2556)


( ,
2556)

..

2551 1,000


1,038.00

2552 1,000
2553 1,000

420.00
1,359.00
[34]

103.8
0
42.00
135.9

: 2
1 (..-.. 2556)
2554 500

1,619.00

2555 1,500

3,635.00

0
323.8
0
242.0
0











(2556)
3
2550, 2551
2553 9.72, 12.37 0.59

3
2552, 2554 2555
[35]

: 2
1 (..-.. 2556)
20.82, 12.72 17.31

(Implementation)



.
6

[36]

: 2
1 (..-.. 2556)


(2556)
10

10 252

206

46 23.33
87,136,553.00

70,078,566.18
[37]

: 2
1 (..-.. 2556)

17,057,986.82
20


.
-
3
55 45.45 %




1)
2)

3)


18.25 2
[38]

: 2
1 (..-.. 2556)


.



.
.

[39]

: 2
1 (..-.. 2556)

..2545

12

10

83.33

..2546

25

21

84.00

..2547

19

15

78.95

..2548

31

15

16

48.39

..2549

21

12

57.14

..2550

24

23

95.83

16.6
7
16.0
0
21.0
5
51.6
1
42.5
6
4.17

2 ()

[40]

: 2
1 (..-.. 2556)

..2551
..2552
..2553
..2554

26
32
18
44

21
31
18
40

252 206

5
1
0
4

80.77
96.88
100.0
0
90.91

19.2
3
3.13
0.00
9.09

46

81.7
5

18.2
5



.



(2556)

[41]

: 2
1 (..-.. 2556)


..2550-2554


..2550
9
32
..2551
10 38
..2552
12 32
..2553
11 37
..2554
17 45

1)



[42]

: 2
1 (..-.. 2556)
2)









89

11


[43]

: 2
1 (..-.. 2556)



[44]

: 2
1 (..-.. 2556)




[45]

: 2
1 (..-.. 2556)



[46]

: 2
1 (..-.. 2556)



[47]

: 2
1 (..-.. 2556)






. 2556.

.

, .
. 2556.


(..

[48]

: 2
1 (..-.. 2556)
2550-2556).
, .
. 2556.

.

, .
. 2556.
5
( ..2550-2554).

, .
. 2556.



1

.
[49]

: 2
1 (..-.. 2556)
,
.
. 2556.

.

, .
. 2555.

:
(
)

.
8 (2).
. 2556.
.
.
,
.

[50]

: 2
1 (..-.. 2556)
. 2556.


.
, .
. 2555.
:
Bureau Movement .

4 (2).
. 2556.


.

, .
. 2556.

.
[51]

: 2
1 (..-.. 2556)

, .
. 2556.

.
,
.

. 2556.
10

.

, .
. 2556.
10

.
,
.
[52]

: 2
1 (..-.. 2556)
. 2556.
:

.
,
.
. 2552.


:

.
: .
. 2556.


.
,
.

[53]