Dissertation > Political, legal > Workers, peasants,youth, women's movement and organization > Women's movement and organizations > Chinese women's movement and organizations > Women's work

Study on the mechanism of the Shanghai women's organizations to participate in social management

Author SuJing
Tutor ShangHongRi
School Shanghai Normal University
Course Public Administration
Keywords Women’s Federation Public Participation Social Management Mechanism
CLC D442.6
Type Master's thesis
Year 2013
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At a period of social transition, the function of the Government has transformedfrom being "versatile" to being “service-oriented”, which not only makes the socialstructure increasingly diverse and three-dimensional, but also provides opportunitiesto various social organizations out of the government to be pushed to the front ofsocial management. The Women’s Federation, as an organization to bridge the Partyand the masses of women, is an important social pillar of state power, occupying aspecial position to combine political and mass-oriented function, which will play anirreplaceable role in undertaking the social management functions transferred out ofthe government. Relying on public management theories of market failure,government failure, governance and good governance, this article demonstrates thenecessity and feasibility for Women’s Federation to participate in social management.However, Chinas unique political system and Women’s Federation’s growth processdetermines that Women’s Federation must adhere to the combination of beingpolitical and social and absorb the beneficial content from western theories to realizethe self-improvement. The essay puts forward five institutional problems in theWomen’s Federation through analysis of its growth process, and gives severalsuggestions in policy formulation through analysis of its external environment,participation status quo, existing problems and working experience, to providereference for the Women’s Federation in undertaking the transferred socialmanagement functions.

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