Download Issues in Public Administration Lecture 03 MPA 509 Khursheed Yusuf

Issues in Public Administration
MPA 509
Evolution of Public Administration
Agenda
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Preview of the Last Lecture
Theories of Public Administration (from last lecture)
Public Administration
Definitions
Concerns
From the Academic Perspective
Taylor's Approach
POSCORD
Post World War
Decade 1970s till 1980’s
Decade 1980s till 1990’s
Late 1990s
Conclusion
Context
3. New Public
Administration
Widening gap between
the rich & poor
Racial discrimination
Watergate scandal
Cold War
Vietnam War
Key Values
/Principles/Issues
Late 1960s to 70’s
Equity
Responsiveness
Relevance
Adequacy
Client-orientedness
- protect & promote
welfare of the
disadvantaged
groups
Proponents
Dominant/Theories/Themes/SubConcepts
Minnowbrook Disparities existed because PA
Conference
H. George
Frederickson
has focused less on social
purposes or values of government
policies and programs on the
economy and efficiency of
execution
The value-free and neutral stance
of traditional PA has alienated the
less privileged and deprived
groups in society
According to New PA Proponents,
public administrators should not
be neutral; they should be
committed to both good
management and social equity as
values to be achieved
Advocated: client-oriented
administration, non bureaucratic
structures, participatory decisionmaking, decentralized
administration, and advocate
administrators
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Context
4.
New Public Management
Poverty
Low standards of living
Dominant/Theories/Themes/Sub-Concepts
Key Values/Principles/Issues Proponents
Globalization
Economic Integration
Sustainable human Hammer &
Reengineering
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development
Champy
Fundamental rethinking and radical
Improving human Ted Osborne and
change of processes (Hammer and
conditions
David Gaebler
Champy)
Participation and
o Improvement (and, if necessary, overhau
empowerment of
ADB
of systems
stakeholders
WB
Reinventing
Improve government UNDP
o Catalytic government: Steering than
operations
rowing
Streamline bureaucracy
o Community-owned Government Rational public
policymaking
Strong democracy
Rule of law
Empowering rather than serving
o Competitive government : injecting
competition into service delivery
o Mission-Driven Government: Funding
outcomes, not inputs
oCustomer-Driven Government: Meeting
the needs of the customers, not the
bureaucracy
Enterprising government: Earning rather
than spending
o Anticipatory government: Prevention
rather than cure
o Decentralized government: From
hierarchy to participation and teamwork
o Market-oriented government: leveraging
change through the market
Public Choice Theory
Governance
o Accountability
o Transparency
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Predictability
o participation
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Integration
After World War 11,public administrators went through
a period of self-doubt and self-criticism. For many of them,
being good policy implementers and managers was no
longer enough. The scope of their role and concerns
changed from that of being responsible for the traditional
planning, organizing, staffing, reviewing, and budgeting
activities to a much broader charge. Public administrators
realized that study of the organization should encompass
the study of human behavior and study of budgeting should
include the study of theory as well as practice.
Ann Prentice 1984
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New Public Management
The ideas of “new public
management” and “reinventing
government” were essentially born out
of the continuing search for solutions to
economic problems in 1970s and to
produce a government that “works
better but costs less.”
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Reinventing Government
The idea of “reinventing government” was
advanced by Osborne and Gaebler in 1992. Their
concept of NPM was sparked by the use of business
model prescriptions for government i.e. using private
sector innovation, resources, and organizational ideas
to improve the public sector.
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Reengineering Organizations
Another
similar
movement
was
“reengineering organizations.” This term was
coined by Michael Hammer (1990) in an article
published by the Harvard Business Review.
Reengineering offers an approach for
improving performance, effectiveness, and
efficiency of organizations regardless of the
sector in which they operate.
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According to Hammer and Champy (1993),
“reengineering is the fundamental rethinking and
radical redesign of business processes to achieve
dramatic improvements in critical contemporary
measures of performance, such as cost, quality,
service, and speed.” (Hammer and Champy 1993
as cited in Halachmi 1995: 330).
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Public Administration
• Public administration is both an academic discipline
and a field of practice;
• Public administration houses the implementation of
government policy and an academic discipline that
studies this implementation and that prepares civil
servants for this work;
• As a "field of inquiry with a diverse scope" its
fundamental goal is to advance management and
policies so that government can function;
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Definitions
• "the management of public programs"
• "translation of politics into the reality that citizens see
every day"
• "the study of government decision making, the
analysis of the policies themselves, the various inputs
that have produced them, and the inputs necessary to
produce alternative policies”
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Phases in the Evolution of Public Administration
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Phase
Indicative Period
Traditional / Classical Public Administration
1800s to 1950s
Modern Public Administration
Development Administration (1950s to 1960s)
New Public Administration (1970s)
New Public Management
(1980s to 1990s)
Reinventing Government
(1990s)
PA as Governance
(1990s to the present)
post–world war II to the 1970s
• There was a call by citizens for efficient administration
to replace ineffective, wasteful bureaucracy. Public
administration would have to distance itself from politics
to answer this call and remain effective. Elected officials
supported these reforms. Brownlow, a University of
Chicago professor ,subsequently founded the Public
Administration Service (PAS) at the university, an
organization which has provided consulting services to
all levels of government until the 1970s.
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post–world war II to the 1970s
• Concurrently, after World War II, the whole concept
of public administration expanded to include policymaking and analysis, thus the study of
‘administrative policy making and analysis’ was
introduced and enhanced into the government
decision-making bodies. Later on, the human factor
became a predominant concern and emphasis in the
study of Public Administration.
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post–world war II to the 1970s
• Henceforth, the emergence of scholars such as, Fritz Marx
with his book ‘The Elements of Public Administration’
(1946), Paul H. Appleby ‘Policy and Administration’
(1952), Frank Marini ‘Towards a New Public
Administration’ (1971), and others that have contributed
positively in these endeavors.
• Public administration can be defined as a department in
the executive arm of government responsible for the
formulating and implementing government policies and
programs.
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1980s–1990s
• In the late 1980s, yet another generation of public
administration theorists began to displace the last. The
new theory, which came to be called New Public
Management, was proposed by David Osborne and Ted
Gaebler in their book Reinventing Government. The new
model advocated the use of private sector-style models,
organizational ideas and values to improve the efficiency
and service-orientation of the public sector.
• During the Clinton Administration (1993–2001), Vice
President Al Gore adopted and reformed federal agencies
using NPM approaches.
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1980s–1990s
• Some modern authors define NPM as a
combination of splitting large bureaucracies into
smaller, more fragmented agencies, encouraging
competition between different public agencies and
encouraging competition between public agencies
and private firms and using economic incentives
(e.g., performance pay for senior executives or
user-pay models.
• NPM treats individuals as "customers" or "clients"
(in the private sector sense), rather than as
citizens.
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1980s–1990s
• Some critics argue that the New Public Management
concept of treating people as "customers" rather than
"citizens" is an inappropriate borrowing from the private
sector model, because businesses see customers are a
means to an end (profit),
• In New Public Management, people are viewed as
economic units not democratic participants. Nevertheless,
the model is still widely accepted at all levels of
government and in many countries.
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late 1990s–2000
• Another new public service model is what has been
called New Public Governance, an approach which
includes a centralization of power; an increased
number, role and influence of partisan-political
staff; personal-politicization of appointments to the
senior public service; and, the assumption that the
public service is partisan for the government of the
day.
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1980s–1990s
• In the late 1980s, yet another generation of public
administration theorists began to displace the last. The
new theory, which came to be called New Public
Management, was proposed by David Osborne and Ted
Gaebler in their book Reinventing Government. The
new model advocated the use of private sector-style
models, organizational ideas and values to improve the
efficiency and service-orientation of the public sector.
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1980s–1990s
• Some modern authors define NPM as a combination of
splitting large bureaucracies into smaller, more fragmented
agencies, encouraging competition between different
public agencies and encouraging competition between
public agencies and private firms and using economic
incentives lines (e.g., performance pay for senior
executives or user-pay models.
• NPM treats individuals as "customers" or "clients" (in the
private sector sense), rather than as citizens.
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1980s–1990s
• Some critics argue that the New Public Management
concept of treating people as "customers" rather than
"citizens" is an inappropriate borrowing from the
private sector model, because businesses see customers
are a means to an end (profit), rather than as the
proprietors of government (the owners), opposed to
merely the customers of a business (the patrons). In
New Public Management, people are viewed as
economic units not democratic participants.
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late 1990s–2000
• In the late 1990s, Janet and Robert Denhardt proposed
a new public services model in response to the
dominance of NPM. A successor to NPM is digital era
governance, focusing on themes of reintegrating
government responsibilities, needs-based holism, and
digitalization (exploiting the transformational
capabilities of modern IT and digital storage).
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late 1990s–2000
• Another new public service model is what has been
called New Public Governance, an approach which
includes a centralization of power; an increased
number, role and influence of partisan-political staff;
personal-politicization of appointments to the senior
public service; and, the assumption that the public
service is partisan for the government of the day.
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Quote of the Day
• There is no higher religion than human service.
To work for the common good is the greatest
creed.
Woodrow Wilson