Views
76
Downloands
28
Türkiye’nin Avrupa Birliği’ne üyelik sürecinde hazırlık çalışmalarının yönlendirilmesi, izlenmesi ve koordinasyonu için gerekli olan yönetim kapasitesinin gelişimi önemli bir düzeye ulaşmıştır. Sorumlu kuruluşun dönüşümü ve yakın gelecekte konumlanacağı yönetim düzeyi Türkiye-Avrupa Birliği ilişkilerinden doğrudan etkilenmekte ve bu ilişkilere etki etmektedir. İlk olarak Başbakanlığa bağlı Avrupa Birliği Genel Sekreterliği, ikinci olarak müstakil Avrupa Birliği Bakanlığı ve son olarak Dışişleri Bakanlığına bağlı Avrupa Birliği Başkanlığı olan teşkilatın görevi aynı kapsamda devam etmektedir. Avrupa Birliği Başkanlığı muhtemel üyelik sonrası çalışmaların koordinasyonundan da sorumludur. Cumhurbaşkanlığı hükümet sisteminde idari yapıdaki yeri değişen Başkanlığın kendi yapısı da önemli bir değişim geçirmiştir. Başkanlığın yakın tarihteki kurumsal gelişiminin ve diğer bakanlıklardaki ilgili teşkilatlanmanın izlenmesi gelecekte üyelik sürecinin yönetsel kapasitesine ilişkin çıkarımlar yapmaya imkân vermektedir. Bununla birlikte ilişkilerdeki olumlu yöndeki gelişmeler Başkanlığın idari konumunu yeniden yorumlaya imkân verebilir. Bu çalışmada, kurumsalcı yaklaşım temel alınarak, ilgili mevzuat incelenerek ve kuruluşun faaliyet raporları analiz edilerek Avrupa Birliği Başkanlığı’nın ve ilgili diğer kamu yönetiminin kurumsal kapasitesi ortaya konulmuştur. Türkiye’nin uzun adaylık ve üyelik müzakereleri sürecinde yeterli yönetsel birikimi sağlamasına rağmen, son yıllarda ilişkilerde gözlenen durgunluk ve tıkanma ile yönetsel motivasyonu azalmaktadır.
The development of the management capacity necessary for the guidance, monitoring and coordination of the preparatory work of Turkey in the process of joining the European Union has reached a significant level. The transformation of the responsible organization and the level of management that will be placed in the near future are directly affected by the relations between Turkey and the European Union and affect these relations. First, the Office of the Secretary-General of the European Union, second, the Office of the Secretary-General of the European Union and last, the Office of the President of the European Union, the Office of the Secretary-General of the European Union, the Office of the Secretary-General of the European Union, the Office of the Secretary-General of the European Union, the Office of the Secretary-General of the European Union, the Office of the Secretary-General of the European Union, the Office of the Secretary-General of the European Union, the Office of the Secretary-General of the European Union, the Office of the Secretary-General of the European Union, the Office of the Secretary-General of the European Union, the Office of the Secretary-General of the European Union, the Office of the Secretary-General of the European Union, and the Office of the Secretary-General of the European Union. The President of the European Union is also responsible for the coordination of the possible post-member work. The presidential structure of the government, which has changed its position in the administrative structure, has also undergone a significant change. Monitoring the recent corporate development of the presidency and the relevant organization in other ministries enables to make conclusions about the administrative capacity of the membership process in the future. However, the positive developments in the relationships may enable the President's administrative position to be reinterpreted. In this study, based on the corporate approach, the corporate capacity of the President of the European Union and the other relevant public administration was revealed by examining the relevant legislation and analyzing the activity reports of the organization. Although Turkey has provided sufficient administrative accumulation in the process of long candidacy and membership negotiations, the administrative motivation has decreased with the stagnation and blockade observed in relations in recent years.
The development of Turkey’s administration capacity necessary for the orientation, monitoring and coordination of the preparatory work for its membership to the European Union has reached an important level. For the foreseeable future, the transformation and the administration level of the relevant body is directly affected by the relations between Turkey and the EU, and, in turn, this affects the relations between them. The body was first established as the General Secretary for EU Affairs under the Prime Ministry. Later, it became an independent body and was named the Ministry for EU Affairs. More recently , it started functioning under the Ministry of Foreign Affairs as the Directorate for EU Affairs . In case of Turkey becoming a member of the EU, the directorate for EU Affairs will also be in charge of the coordination of the post-membership process. Not only has the Directorate’s place within the administrative structure changed after the passage to the presidential system but its internal structure has also changed extensively. Monitoring the institutional development of the directorate in recent history and the relevant organization in other ministries will shed light on the administrative capacity in the membership process. In addition, positive developments in the relations between Turkey and the EU will allow us to reinterpret the administrative position of the Directorate. This study, based on an institutionalist approach, reveals the institutional capacity of the Directorate for EU Affairs and of other relevant public administration by analyzing the relevant legislation and the activity reports of the body. Although the Directorate has accumulated the necessary administrative experience stemming from a long period of candidacy and membership negotiations, its administrative motivation has decreased in the last few years due to the stagnation observed in the relations between the parties.
Field : Sosyal, Beşeri ve İdari Bilimler
Journal Type : Uluslararası
Article Detail 
Similar Articles
Download PDF
Journal Information
Listen Paper
Cite
Print This Page
Share
Mendeley
