CHAPTER 2 LITERATURE REVIEW
2.4 Theoretical Review
2.4.1 System Theory in E-governance
2.3.5 ICT Master Plan (2013-2017)
The Ministry of Education's ICT Master Plan contains four important facets of ICT in education: Internet connectivity, human capital, content management, and system advancement. Infrastructure, connection, teaching-learning materials, and human resources all fall under the umbrella of ICT in education. The Master Plan comprises five key education sub-sectors, namely School Education, Higher Education, Teacher Education and Training, and Continuing Education and Life-long Learning. In addition, Governance and Management in Education are also covered. The plan also states the general institutional framework for putting the plan into action and identifies the method for monitoring and evaluating the results of such monitoring and assessment. This plan identifies goals, tactics, activities and programs, key outcomes and targets, and projected costs for each of these parts. In addition, it outlines the deployment strategy, implementation, and review mechanisms, processes, and operations.
and the administration task is highlighted by system theory. It offers a framework under which we can plan activities and expect both near and long-term implications, as well as understanding unexpected effects as they arise. From the standpoint of system theory, general managers can better reconcile the needs of diverse parts of the company with the objectives and goals of the entire company.
In his book Making Globalization Work (2006), Nobel Laureate Joseph E.
Stiglitz mentions education 199 times on 374 pages. “What distinguishes developed from less developed nations is not simply a disparity in money, but a knowledge gap,”
he adds, “which is why government investments in education and technology are so important.” Because knowledge and information can readily and quickly travel across the world, the OECD said in 2005 that businesses and individuals that possess and intensively employ knowledge and information expedite the globalization process. The Parliamentary Office of Science and Technology (POST) in the United Kingdom acknowledged in 2006 that information and communication technology (ICT) may assist poor nations in addressing a wide variety of health, social, and economic issues.
There are several motivations for nations in the OECD to use electronic governance to modernize public administration and achieve larger policy objectives.
By encouraging public engagement in the political process, fostering transparent and accountable governance, and working to keep corruption at bay, the administration may assist create confidence between the government and its citizens. Successful self- government programs and procedures are dependent on the government's ability to establish an appropriate legal framework for their functioning. The adoption of e- government may be hampered if digital and paper processes do not have legal equivalency. In 2005, regulations recognizing digital signatures were passed in 28 of the 30 OECD nations, but only a small number of countries went beyond a pilot phase to enact legislation. The majority of OECD nations are dedicated to reducing legal impediments that impede the growth of e-government in order to break down this barrier (OECD, 2021).
By examining and providing some actual instances of government IT harmonization and e-services, Estonian E-government was highlighted. The above explanation illustrates the distinction between taking advantage of internet opportunities and doing so. In other words, this does not show that e-government has
failed. Instead, it shows how much more diverse the actual practice of e-government is than certain aggregate measures may suggest. There are several projects inside individual ministries, rather than a single government department, that have made online service delivery and online participation effective. Considering that internet service delivery has been since the mid-1990s, this is especially relevant today the private sector, such as government agencies, has provided greater possibilities for some ministries and their executives than for others. This is not meant to diminish Estonia's accomplishments in implementing autonomy, but rather to emphasize that any government measurement of e-government success must take into consideration the diverse character of the private sector's contribution to effective online service delivery (Kitsing, 2011).
Diversity of national and local policy, economic, cultural, and societal settings are reflected in the design, implementation, and outcomes of e-government rather than a single abstract model that can be implemented uniformly everywhere. Japan, in contrast to South Korea, the United States, Canada, and Denmark, has exhibited a surprising hesitation. There are several kinds of e-government, and their levels of adoption and success are a reflection of political systems at the national and local levels, economic development levels, cultural practices, and contingent and dependent aspects in each country's trajectory and area. Nations' eGovernment adoption demonstrates substantial geographical diversity as demonstrated by irregular patterns across US states, UK local authorities, French departments, and Japanese prefectures within the countries themselves. e.g., several factors determine who gets access to eGovernment services and who does not, including national and local political contexts as well as the digital divide, which has its separate geography but is related. Having uneven access to the Internet across and within nations creates a convoluted spatiality of disparities, which further contributes to the diversity of effects on e-government. As a result, rather than adopting a simplistic "one size fits all strategy," the adoption of e-government should take into account local institutional and administrative settings (Baum, 2014).
Estonian governance is a complex web of organizations, laws, and technical frameworks that work together to make it easier for public and commercial institutions to build autonomous and decentralized apps that will eventually replace traditional public services. repercussions. It's now time for us to put it all together and provide
some ideas for how things could be done better in Estonia. the digital identification of individuals, a digital data interchange layer, and ultimately an application layer built by the different public- and private-sector entities are all critical components of Estonian government Figure 16 depicts the Estonian e-government ecosystem's components and their respective roles and functions. After all, if the State provides the layer of digital identity and data interchange, then other organizations should be able to extend their services in the digital realm on their terms. Furthermore, the ecosystem of all services will make it easier to expand the number of people who use it if it is created. For the latter, it will take around 57 years in Estonia's situation. According to Estonian research, an increase in usage, efficacy, and influence will only occur after several years of hard labor (Estonian e-government Ecosystem Foundation, 2016).
These findings suggest four key areas for future work: (1) improving the coherence and integration of the public sector through innovation and change: public sectors in OECD nations are quickly becoming more coherent and integrated. In other words, focusing on customers and putting them in charge of public sector operations would make service providers more responsive to their customers' requirements. In the future, as society's abilities and capacities grow and influence an increasing number of people, the administration will enable governments to shift significant elements of public sector development and operations directly to users. Co-designing and operating services with users will allow them to develop their own set of public services that meet their requirements as they go through life phases (OECD, 2008).
Cyclic review and reinforcement of the governance model is key to its success.
For Denmark's e-government to be a success, DIGST and PSC must have clear mandates and important duties. Due to its role as a joint government, it aids in the creation of a shared national vision, strategy, and action plans at all three levels of government. By having an intergovernmental approach, the ICT projects build on previously executed projects and prior experiences, while also helping to coordinate continuing efforts in problem-solving and creating a common framework and a sense of shared ownership. This is evident from the analysis. Five major lessons may be learned from the Danish method, regardless of historical or cultural setting. To begin, there must be a connection between the vision, strategy, action plans, initiative goals, and outcomes. For each silo or level of government to have an e-government strategy,
the Intergovernmental Steering Committee acts as unified national leadership to consolidate an overall governance approach. It's critical to have a connection between strategic and operational KPIs since successful project management is based on continual review and improvement cycles between strategy periods. The last example to illustrate this topic uses the Danish method. It also allows space for political and practical modifications to the strategic direction with each new strategy or when the activities do not lead to the desired results, for example through the DITPC, IT program, and project model in Denmark (Nielsen, 2011).