MPA/DPA Qualifying Exam Reviewer PDF

# Reviewer for Qualifying Exam ## Trace the evolution of the discipline of public administration. The evolution of the discipline of public administration can be traced to over a century of various theoretical propositions formulated and accumulated and which have contributed to the discipline's...

# Reviewer for Qualifying Exam ## Trace the evolution of the discipline of public administration. The evolution of the discipline of public administration can be traced to over a century of various theoretical propositions formulated and accumulated and which have contributed to the discipline's foundation. Much of these thoughts evolved in America, and followed these development phases: | Development Phases of PA | Description of School of Thought/Principles | "Scholars/Authors" | |---|---|---| | Beginnings of the Advocacy for a Science of Administration | * An absolute Monarch's administration * Manifestation of the field begun * An order to intensify the study of PA. due to enlargement of gov't services. | | | 1831: | * Tocqueville's observations provided valuable insights on the democratic process in America. He not only praised American governance but called attention to the weaknesses of its administrative system which he described as oral and traditional, not taken seriously as a subject of study, and has little content to public administrative ideas. * He was one of the earliest voices calling for a more serious treatment of public administration as a science. * Wrote the democracy in America (1835- 1840 II Vol.) | Alexis de Tocqueville | | 1830's | * Jacksonian Democracy Challenge the Political System * A call to democratize public service | Andrew Jackson | | 1883 | * Pendleton Act of 1883- Establishing the Merit System in Civil Service | | | Progressive Movement: | Politics-Administration Dichotomy (Classical PA) | | | 19th Century: | * This called for the separation of two major governmental functions: 1) policy-making and 2) administration. Politics, | Woodrow Wilson (1887) | | Classical Management/Bureaucratic School | | | | Scientific Management Movement | * The "one best way" approach is a way of extracting productivity and higher performance of workers with the overriding value premises of effectiveness, efficiency, and scientism among others. * Use the scientific method instead the rule of thumb. * Another feature is advocacy towards developing "sciency" approaches to administrative practice. * Principles of scientific management- argued that scientific management could vastly improve the efficiency of the productive process. * Four principles: a. Development of science for each element of a person's work, which would replace the old rule-of-thumb methods b. Scientific selection, training, and development of workers to replace the previous practice of their choosing their own work methods, and training themselves as best as they could c. Co-operating "heartily" with the workers so as to ensure that all the work was done in accordance with the scientific principles developed d. An almost equal division of work and responsibility between management and workers | Frederick Taylor (Father of Scientific Management) (1912) | | Administrative Theory | * Fayols believed that the techniques of successful management could be best described and taught, and that managerial organizational was a valid area of study as worker organization * 4 key pillars of administrative management: a) division of labor, b) scalar and functional processes; c) organizational structure; d) span of control * Addt'l concepts: a) discipline, b) unity of command; c) Unity of direction; d) remuneration; e) subordination of individual interest to the general interest; f) centralization; g) Esprit de Corps * The principles of POSDCORB emphasized the application of the managerial functions of planning, organizing, staffing, directing, coordinating, reporting and budgeting to the administrative process. | Henri Fayol (father of modern management theory) | | "High noon" of orthodox administrative science | | Luther Gulick & LyndallUrwick (1937) | | Neo-Classical/Human Relations School | | | | An era of searching for alternatives to the scientific principles of management and the principles of public administration | * The human relations/behavioral school of thought emphasizes the primary role of informal social relationships among workers as a major determinant of employee productivity within the context of the internal dynamics of organizations. * Human motivation will likely result to increased employee productivity, efficiency and effectiveness which are the primary determinants of the organization's performance. | Elton Mayo (1933) & Fritz Roethlisberger (1949) | | Scientific revolutions and paradigms | * Weber's bureaucratic model of capitalism and government is a highly developed, impersonal, rationalized mechanism for achieving objectives through routinized behavior that seems far removed from its ultimate goal. * The bureaucracy contains dysfunctions expressed through a reward system that encourages conformity to precision and rules but refused to punish those who applied the rules and definitions to the extreme. * The problems of bureaucratization and the delegation of authority lead to bifurcation of interests within the administrative system. * Scientific revolutions are the anatomy of changes in moods and contours of scientific inquiries and an outlook towards approaching epistemological questions and the investigation of a discipline's élan. * A paradigm is an accepted model or pattern of approaching and explaining phenomena shared by a community of scholars. | Abraham Maslow's Hierarchy of Needs; Frederick Herzberg's Hygiene-Motivation Theory; Douglas McGregor's Theory X and Theory Y | | New Public Administration/Development Administration | * Social equity was added to the traditional public administration goals of economy, efficiency, and effectiveness (3Es). Social equity is the response to the needs and problems of the marginalized or disadvantaged sectors of society. * New public administration includes 3Rs: responsiveness, responsibility, and representation, plus participation and social justice. * This rejected the politics-administration dichotomy. * Development Administration is new public administration exported to the Third World Countries in terms of technical and financial aids. It served as the primary vehicle for the development of newly independent states (then). * Because its primary concern is public interest, then politics and administration should not be separated. * Link of politics and administration is policymaking and implementation which call for the clients' view of government's performance of its programs. | Dwight Waldo and the Minnowbrook scholars and practitioners | | Reinventing Government "Entrepreneurial Government" | * Reinventing government involves changing the ways and means using resources in new ways to achieve the goals of government. * Ten principles for Reinventing Government: 1) Catalytic government is separating steering role from rowing role 2) Community-oriented government enabling the community to serve their own needs than direct provision of services for them 3) Competitive government - injecting competition into service delivery 4) Mission-driven government - transforming rules and procedures into mission and mandates 5) Results-oriented government - funding outcomes, not inputs 6) Customer-driven government - meeting the needs of the customer, not the bureaucracy 7) Enterprising government - earning rather than spending 8) Anticipatory government - prevention rather than cure 9) Decentralized government - from hierarchy to participation and teamwork 10) Market-oriented government -levering change through market mechanisms | David Osborne & Ted Gaebler | | Governance and Public Administration | * The governance paradigm hopes to address the needs and problems of society through the interrelationships of government, business sector, and civil society. * The good governance paradigm strikes a healthy balance between conflicting and diverse interests of all stakeholders and actors in the management and administration of the nation's affairs. * Good governance as public administration is the new PA paradigm that incorporates all principles, concepts and theories that are relevant to public interest, legitimacy, constitutional order and democratic identity. | Kenneth Ellison (1997) | | Shifts in Global Governance (8) | * From PA to public management Public sector should not be made distinct from the market and private sector More attention to citizen-client's priorities because of the gaining consumer orientation on government services ➤ More responsive rather than directive, rigid Philippine application: The role of the NGO sector gets much greater emphasis as an expression of the clients' input into the manner of governance. NGOS monitor actual implementation of services, manage how services are delivered, and evaluate the effectiveness of services delivered. ➤ From centralized, top-down delivery to | | | * Move towards decentralization because old, centralized style is not working; decentralization democratizes access to basic services * Move towards pluralism and diverse arrangements of service delivery Greater equity, transparency, and localized accountability may emerge * From self-sufficiency to interlinked sectors Shift toward interlinking public and private sectors and using whichever system has comparative advantage to deliver services ➤ It is no longer government's job to do everything by itself. ➤ Three methods for interlinking are privatization, sub-contracting, competition or getting the state out of micro-managing economic forces Philippine application: Privatization of the MWSS led to a 25% or better decrease in water bills with simultaneous improvements to the system. Sub-contracting of garbage collection and disposal, street cleaning, accounting, and tax collection services have been practiced. Competition or deregulation of the telephone industry transformed access to communications and has contributed immensely to the economy. * From hierarchical control to stakeholder empowerment ➤ The stream-flow model or top-down hierarchical flow of decision-making may not be the best way to get things done. Empowerment via client-driven operations (street-level bureaucracy) may achieve better results since they (stakeholders) are engaged in defining how services are delivered and how good governance is operationalized. Philippine application. The Philippines has profoundly experienced an intentional shift toward decentralized | | | | * From upward accountability to outward accountability ➤ Accountability is democratic, direct, and outward. Government's accountability is not only to the top or public officials within the bureaucracy but to its constituents or citizenry. * From standardized procedures to performance orientation ➤ Traditionally, civil servants are rewarded by rank and tenancy rather than by merit. ➤ The emerging model describes that government officials should be subjected to market competition, should be rewarded for accomplishment, should be given incentives to add to client service, and should experience tangible disincentives for poor services. Philippine application: The Philippines faces issues related to decentralization, like LGUs' obligations to pay Magna Carta benefits for healthcare professionals, salary standardization, unfunded mandates, and integrity of security of tenure for devolved personnel. * From apolitical to an advocacy-oriented Civil Service Allowing the bureaucracy to advocate their essentially political views may be more effective than pretending they are isolated from the political process. Not applicable as per Philippine practice. * From individual skill building to organizational competence ➤ Refocusing from technical skills to managerial skills; Need to find ways to build access to a wide base of expertise at reasonable prices while enabling government staff to be managers, rather than practitioners, of complex technical activities.. Capacity-building should shift its | | | | * From improving individual knowledge to improving institutional learning. Philippine application: Devolved agencies like the DOH and DA need to restructure their incentives so that people within the agency are working with and responding to local priorities. | | ## Discuss the various approaches to reorganization and reengineering governance in the Philippines starting with Pres. Marcos's era. | Administrations | Reorganization/Governance Efforts | |---|---| | MARCOS ERA(1966 to 1986) | 1.PD #1: called for the reorganization of the executive branch of the national government; implemented the provisions of the Integrated Reorganization Plan (IRP) to effect administrative reforms in the government machinery. The IRP featured the organization of the government into following areas: a. Task implementation of the administrative development area was lodged under: (1) Office of President, (2) different departmental organizations, (3) civil service, (4) revenue administration, and (5) budgeting and financial control. b. Administration of Economic Development included the tasks of (1) economic planning and program implementation lodged under the National Economic Development Authority, (2) regional planning and development lodged under regional planning agencies and development authorities, (3) agriculture and natural resources lodged under the Department of Agriculture and Natural Resources and the Department of Agrarian Reform, (4) Trade and Tourism lodge under the Department of Trade & Tourism (5) public works, transportation, and communication lodged under the Department of Public Works, Transportation and Communication, and (6) government corporations c. Administration of Social Development covered (1) education under the Department of Education and Culture, (2) science and technology under the National Science and Development Board, (3) labor, manpower & youth development under the Department of Labor, (4) social welfare under the Department of Social Welfare, (5) health under the Department of Health, and (6) local government and community development under the Department of Local Government and Community Development d. General Government Affairs included (1) foreign affairs under the Department of Foreign Affairs, (2) national security under the National Security Council and Department of National Defense, (3) law enforcement under the National Police Commission, and (4) administration of justice under the Department of Justice. e. Each department was headed by a secretary and assisted by only 1 undersecretary; however, PD #1B provided for more than 1 undersecretary under certain conditions. 2. PD #6 provided for the creation of the position of Tanodbayan (Ombudsman) and the special court, Sandiganbayan to prosecute civil servants with records of graft, corruption and inefficiency. 3. Batas Panibansa Blg. 337 or the Local Government Code provided for a system of decentralization whereby local governments shall be given more powers and responsibilities 4. Enacted the 1973 Constitution' which provided for the creation of the interim Parliamentary Government | | AQUINO ADMINISTRATION (1986 to 1992) | 1. The Presidential Commission on Government Reorganization encompassed administrative reforms at the national and local governments, its agencies and instrumentalities, including GOCCS 2. Its programs included improvement in government's responsiveness to the public, rationalization of the government corporate sector, decentralization, professionalization of the civil service, development communication, and improvement of institutional process for plan formulation, implementation and monitoring. 3. The Presidential Committee on Public Ethics and Accountability, Presidential Commission on Good Government, and Paribagong Sigla 2000 were created to restore government integrity and public confidence. 4. The Revised Administrative Code of 1987 was formulated and this laid down the basis for the basic policies, systems, and procedures for the organization and operations of the bureaucracy. 5. The Local Government Code of 1991 was enacted to provide for the devolution of powers and services. | | Ramos to GMA GMA 2004-2010 | See Primer and notes Government's Rationalization Program (see DGF Results Highlights) | ## Describe the notion and concept of governance, good governance. What are the indicators measuring good governance? Governance is the exercise of economic, political, and administrative authority to manage the nation's affairs at all levels. Governance is not the sole domain of government but transcends government to encompass the business sector and civil society. The actors in governance, and their roles, are: government creates a political and legal environment; business sector - generates value, jobs, and income; civil society facilitates political and social interaction and mobilizes groups to participate in economic, political, and social activities. Aside from the distinct roles of each actor in governance, their interrelationship and inter-linkages is defined in governance. And the correlation (overlap) of these three actors represents the critical and creative tension/collaboration among the three, the probable area of good governance. Governance means: the process of decision making and the process by which decisions are implemented or not implemented Government is one of the actors in governance. Other actors involved in governance vary depending on the level of government. Governance is broadly defined as the sound exercise of political, economic, and administrative authority to manage a country's resources for development. It involves the institutionalization of a system through which citizens, institutions, organizations, and groups in the society articulate their interests, exercise their rights, and mediate their differences in pursuit of the collective good. (ADP) **Good governance** means that government or the state is able to define what it must do, what it can do, and what it wants to do, thereby ascertaining what it will do. It is participatory, transparent and accountable and also effective and accountable and promotes the rule of law. It assures that corruption is minimized and ensures that political, social and economical priorities are based on board consensuses in society and that the voices of the poorest and the most vulnerable are heard in decision making, (UNPD) **Three legs of Governance:** * Economic Governance- decision-making process that affects a country's economic activities and its relationship with other economies. Major implications for equity, poverty and quality of life. * Political Governance- A decision-making to formulate policy. * Administrative Governance- System of policy implementation. The absence of good governance is the reason why many countries especially in the third world countries continue to fail their efforts at poverty reduction and in their quest for economic and human development. The assessment of governance of the Philippines focuses on the seven areas that play to attainment of good governance: 1. civil service and the bureaucracy, 2. public financial management and fiscal administration, 3. legal judicial system, 4. local governance and decentralization, 5. electoral systems **Good governance** is all about building, strengthening and sustaining capabilities to deliver programs, projects and basic services. **Insert Framework for Good Governance diagram** | Basic Elements of Good Governance | Key Dimensions | Specific Areas of Action | |---|---|---| | Accountability | * Establishing criteria to measure performance of public officials * Institutionalizing mechanisms to ensure that standards are met | * Public sector management * Public enterprise management * Public financial management * Civil service reform | | Participation | * Undertaking development for and by the people | * Participation of beneficiaries and affected groups * Government-Private sector interface * Decentralization of public and service delivery functions (empowerment of local government) * Cooperation with NGOs | | Predictability | * Establishing and sustaining appropriate legal and institutional arrangements * Observing and upholding the rule of law * Maintaining consistency of public policies | * Law and development * Legal frameworks for private sector development | | Transparency | * Ensuring access to accurate and timely information about the economy and government policies | * Disclosure of information | **Source: ADB, Governance: Sound Development Management** **Discussion for the diagram** This diagram describes good governance as the capacity of the government to provide to the business sector and civil society their basic rights to the rule of law. ## Reviewer for Qualifying Exam **Critical Components of Developing Capacities for Good Governance** | System Level | Institutional Level | Individual Level | |---|---|---| | | * Goals, objectives, strategies * Structures, processes, and procedures * Resources (human, physical, financial) * Communications and information systems * Performance measures * System of accountabilities * Institutional linkages and coordinative mechanisms | * Knowledge * Skills * Attitudes * Work ethic | This assessment examines six (6) selected areas of governance to arrive at a sufficiently informed determination of strengths and/or weaknesses in policies, institutional arrangements, organizational mechanisms and operational processes that impact on capabilities to attain accountability, participation, transparency and predictability in governance. Insights derived in the process are used as indicators in appraising capabilities of government to fulfill its roles in the context of good governance or sound development management, and in identifying strategic directions for reform. Strategic governance reforms should pursue program interventions that complement and build upon the gains of past and existing initiatives particularly in areas of: (1) improving planning and public policymaking; (2) strengthening the administrative structure; (3) rationalizing human resource management; (4) pursuing local autonomy and decentralization; (5) managing the fight against corruption; (6) institutionalizing performance-based management; (7) effectively utilizing information and communication technologies; (8) depoliticizing key public institutions; (9) procedural reforms; and (10) enhancing co-operation with the wider public, civil society organizations, and private sector. **What is ICT?** ICT- refers to technologies that facilitate by electronic means the creation, storage management and dissemination of information. Based on Curtain views on ICT are the vehicle for communication rather than simply a means for processing information. **ICTs for development is whether it serves the needs for the poor especially with respect to dimensions of poverty such as poor health, lack of voice and lack of information** **Reviewer for Qualifying Exam** **(Curtain) ICT projects have direct impact on empowering people in poor communities as well as impact on alleviating poverty and addressing the MDGs.** **ICT for Good Governance in the Philippines (Governance Assessment)** Using Information, Communication, and Technology (ICT). Many government agencies, LGUs, civil society groups, and organizations promoting good governance have developed their websites to facilitate exchange and utilization of information. The COA has a web publication of its guidelines and circulars. It likewise introduced Fraud Alert, a program that allows the public to report or file complaints against erring and corrupt government employees through the web. The BIR improved its database systems as well and recently launched the electronic tax filing and payment system. Similarly, other agencies are using information technology in their services to the public. On-line transactions are the trend both in the National Statistics Office (NSO) and the Department of Foreign Affairs (DFA). Those seeking to secure an NSO-authenticated birth, marriage, or death certificate can now do so by using the internet or the telephone. The same is true in the renewal of passports. People can log on to the internet or dial the DFA hotline to request passport renewal. Another milestone in the promotion of e-governance is the launching of the Electronic Procurement System (EPS), which aims to promote a more open, transparent, and competitive environment in public sector procurement of goods, supplies, materials, and services by providing government agencies and suppliers/contractors with an internet-based system managed by the Procurement Service of the DBM. Established by virtue of Executive Order 322 dated 22 November 2000, the EPS offers direct access to public bidding opportunities for suppliers/contractors as well as the platform for government agencies to post their procurement notices and specifications on the Internet. With the promulgation of Republic Act 9184 on 18 December 2002 (a law providing for the modernization, standardization and regulation of the procurement of the Philippine government), the EPS faces higher expectations and greater challenges as plans are underway to extend it to support other aspects of the procurement process including direct purchases, bid submissions, central accreditation, and payments. As mentioned earlier, ICT was extensively applied to a range of customs operations which effectively curbed corruption and significantly improved revenue collections. Electronic governance reforms introduced during that period included: (1) an automated collection from special accounts; (2) mandatory payments to the authorized agent banks and in-house banks; (3) electronic filing of payments; (4) an automated customs operating system; (5) remote lodgment of declarations; (6) private sector operated service centers; (7) risk assessment, selectivity, and green lanes; (8) an online release system; (9) a computerized tax exemption system; and (10) a vehicle tracking system. Geographical information system (GIS) and the computerized database system to significantly improve their revenue collections. Equipped with objective and reliable data. these local governments are better enabled to plan and monitor their expenditures. **Prepared by: lou caluag and jaz rey**