PACW Finals: Toward a New Public Administration PDF

PACW – FINALS PBB Systems- method used by agencies to show how their programs help society TOWARD A NEW PUBLIC ADMINISTRATION...

PACW – FINALS PBB Systems- method used by agencies to show how their programs help society TOWARD A NEW PUBLIC ADMINISTRATION Equity in Local Services- looks at equity within H. George Frederickson specific communities. generalist in field of public administration and Internal Distribution- often competition for American local government resource served as President of the American Society for Public Administration (ASPA). 2. INTEGRATIVE PROCESS- authority hierarchies are Introduced at the Minnowbrook Conference to how government work is organized. adapt public administration to modern societal needs. o flexible approaches like project-based systems, temporary teams collaborate Introducing “new” ideas questions traditional on specific goals. models, with critics suggesting it might just repackage existing ideas Projector Matrix System- temporary teams that pull in resources from various departments. Core Values (threads) in Public Administration according to Herbert Kaufman: Challenges: Finding the right people and Potential for conflict between levels of the organization Representativeness - government should work for everyone 3. THE BOUNDARY-EXCHANGE PROCESS-general relationship between the publicly administered Neutral Competence - public workers should be organization and its reference groups and client. professional and do jobs without being influenced by politics o government agencies interact with groups like lawmakers, citizens, and Executive Leadership - governments need interest groups leaders who guide their teams Client Involvement- encourages agencies to include Zero-Sum Dilemma- government tries to balance two more underrepresented groups in these interactions important goals: being efficient and responding to people’s needs. Decentralization- giving more decision-making power to local leaders Classic Public Administration (PA)- focuses on efficient and economical management of public services Funding- advocates for expanded financial support through grants and shared funding among different o getting things done quickly and levels of government efficiently while keeping costs low. THE SOCIO EMOTIONAL PROCESS- focuses on changing New Public Administration (NPA)- add social equity as a the way people interact within government core value, asking (promote fairness)engaged in change organizations o prioritizes social equity o improving how gov. agencies function Social Equity - NPA aims to make services accessible to by addressing emotions, conflicts, and everyone, regardless of their background or income. relationships ORGANIZATION THEORY PROCESSES Problems in work culture- Employees avoided conflict and had low levels of openness and trust. Leaders often 1. Distributive process- distribution of goods and dominated their subordinates, and there washing services to different groups in society conformity Cost-Benefit Analysis- measures how much a program costs versus how much good it does REPRESENTATIVE BUREAUCRACY -SAMUEL KRISLOv decentralization, community control, and market mechanisms. - -known primarily in the field of public administration “representative bureaucracy Systematic Thinking - method of solving problems by using WHAT IS REPRESENTATIVE BUREAUCRACY? Data- Facts and Numbers - Reflect demographic composition of population it serves - race, ethnicity, gender, class Logic- Reasoning - Public servants - represent citizens with shared Testing- Checking if ideas work values and advocate for their interests. Key Themes 2 COMPONENTS OF BUREAUCRATIC REPRESENTATION Decentralization Passive representation Community control - “sociological or symbolic representation” Marketing Mode - demographic characteristics of administrators reflect population they serve. Challenges of Systematic Thinking Active representation Inequality and Resourse Disparities - “substantive representation” Capacity Gaps - administrators intentionally pursue interests of those Accountability and oversight they represent Balancing Profit and Public Good Equal opportunity: Treating everyone alike b. THE IMPLEMENTATION GAME EUGENE BARDACH Compensatory opportunity: Supporting the neediest - Known for developing the eightfold path framework of policy analysis Tokenism – IMPLEMENTATION AS PRESSURE POLITICS PUBLIC BUREAUCRACY AND SOCIETAL - System of pressures and counter- pressures REPRESENTATION Neglected due to absence of political pressure from - Public bureaucracies must reflect societal poverty groups and allies diversity for legitimacy. "pressure" should not be central to understanding - Effective governance relies on broad implementation process. representation to enhance public support for policies THREE-DIMENSIONAL SPACE Issue salience - when an issue is demanding to the SYSTEMATIC THINKING FOR SOCIAL ACTION public (ALICE M. RIVLI ) Power resources - ability of a person to implement something using the power of the crowd American economist and a trailblazer Agreement - stated in the massing of assent that the A pioneer in blending economic analysis with power of a group of people is required to accomplish practical policymaking. Her work emphasizes the need for systematic thinking in social action to create more efficient, equitable, and adaptable social services. Balancing IMPLEMENTATION AS AN ADMINISTRATIVE CONTROL - hard to separate public and private PROCESS management because many organizations have mixed characteristics - The larger the number of independent players, - hard to separate public and private the less government action will reflect management because many organizations have government decisions. mixed characteristics. New Towns program - john Dunlop points out, the real world of management consists of a mix of different types federal government cannot order governments to do anything and offers incentives in the form of aid IMPLEMENTATION PROCESS AS A SYSTEM OF GAME REPRESENTATIVE BUREAUCRACY SAMUEL KRISLOV (TOBIAS) - basic activities of the implementation process, focusing on players, stakes, strategies, - First introduced by Donald Kingsley resources, rules, fairness, communication - Class representation - essential for democratic governance. PUBLIC & PRIVATE MANAGEMENT GRAHAM T. ALLISON ( 1980 ) 1960s – 1970s Civil Service Reform - significant changes and improvements SECTION 1 FRAMING THE ISSUE: WHAT IS PUBLIC MANAGEMENT? Merit Based Hiring Equal pay for equal work - confusion in public management due to the lack Accountability and Transparency of a clear framework. Diversity and Inclusion - public management practices - influenced by Decentralization business management concepts. - “The tail or the trunk or other manifestation of - Krislov’s theory emphasizes bureaucracies the proverbial elephant” should be representative of population - “nesting” concepts - each layer builds and supports others, creating a comprehensive FUNCTIONS OF GENERAL MANAGEMENT framework STRATEGY 1. Establishing Objectives and Priorities 2. Devising Operational Plans MANAGING INTERNAL COMPONENTS 3. Organizing and Staffing 4. Directing Personnel and the Personnel Management System 5. Controlling Performance: SYSTEM OF SELECTION MANAGING EXTERNAL CONSITITUENCIES 6. Dealing with “External” Units - “bumping” allowing unneeded employees in 7. Dealing with Independent Organizations one office to displace employees with less 8. Dealing with the Press and Public seniority - “Special treatment - generates demands from other groups. Section 4: How are the jobs and responsibilities of two - issue of representative bureaucracy - issue of specific managers, one public and one private alike and Black rights in United States different? HOUSE BILL NO. 4479 - strengthen the anti-discrimination - “shall be unlawful for any employer to discriminate against any woman employee” DILEMMAS IN A GENERAL THEORY OF PLANNING HORST W. J. RITTEL AND MELVIN M. WEBBER - popularized term wicked problem to describe the ill defined problems of planning Planning problems - "wicked" policy problems that cannot be resolved just through technical or empirical reasoning.” Tame Problems - a clear mission, whether or not the problems have been solved. Wicked Problems - have neither of clarifying traits. Goal-finding One of the central functions of planning - Defining Problems - knowing what distinguishes an observed condition Locating Problems - finding where in the complex causal networks the trouble lies - Social problems are never solved. Wicked Problems - includes all public policy issues - formulation of a wicked problem is the problem - process of formulating the problem and of conceiving a solution (or re-solution) are identical. Planners - must be mindful of the potential consequences of their actions