PUBLIC
ADMINISTRATION
PART I
INTRODUCTION
GROUP 1
CLASSICAL PROPONENTS OF
PUBLIC ADMINISTRATION
Max Weber was a German political economist,
social scientist, and famous Philosopher is
regarded as a founding father of public
administration theory and bureaucracy.
He conducted extensive research on ancient and modern
states to gain a better understanding of bureaucracies
across multiple eras
Max Weber considered bureaucracy to be the most rational
form of administration ever devised by man.
JEMILY SALES & LAURENCE ALCAHUPAS
CLASSICAL PROPONENTS OF
PUBLIC ADMINISTRATION
Frederick Taylor , known as the "Father of
Scientific Management," was a pi oneer i n
management thought. H e wr ote the manag e ment
principles in 1911.
He helped to pioneer the development of time
and motion studies. He assumed there was only
"one best way" to complete the task.
Under this movement, public administration
became more concerned with understanding the
bureaucratic structure of organizations.
JEMILY SALES & LAURENCE ALCAHUPAS
CLASSICAL PROPONENTS OF
PUBLIC ADMINISTRATION
Henry Fayol published Adminis tration
Industrielle et General e in 1916,
focusing on the general theory of
management
He has proposed several primary management
functions,
- planning
- organizing
- commanding
- coordinating
- controlling
JEMILY SALES & LAURENCE ALCAHUPAS
DEFINITION
Public Administration can be
POLITICAL understood as the field of study and
practice that involves the
MANAGERIAL management and execution of
government affairs, encompassing
LEGAL various activities related to the
operation of governmental
OCCUPATIONAL functions, both at the local and
central levels
JEMILY SALES & LAURENCE ALCAHUPAS
DEFINITION
Public administration has transformed significantly throughout
history, shaped by theories reflecting the socio-political and economic
contexts of their times.
In the late 20th and 21st centuries, the Woodrow Wilson aligned with this
Postmodern Public Administration Theory system, focusing on professionalization
emerged, acknowledging complexities within and merit-based promotions.
government entities in the context of
contemporary capitalism.
JEMILY SALES & LAURENCE ALCAHUPAS
PERIODS OF
PUBLIC ADMINISTRATION
JESS FREDERICK BERCO
DEVELOPMENT
ADMINISTRATION
THE ERA OF DEVELOPMENT ADMINISTRATION
MARKS A PIVOTAL PERIOD IN THE EVOLUTION OF
PUBLIC ADMINISTRATION, CHARACTERIZED BY A
SHIFT FROM TRADITIONAL BUREAUCRATIC
MODELS TOWARDS MORE DYNAMIC AND
RESPONSIVE APPROACHES TO GOVERNANCE.
KRISTA ELAINE RONQUILLO
DEVELOPMENT
ADMINISTRATION
WHAT ARE THE KEY FEATURES
OF DEVELOPMENT ADMINISTRATION?
1. FOCUS ON ECONOMIC DEVELOPMENT
2. PLANNING AND RATIONALIZATION
3. TECHNOLOGICAL INNOVATION
4. SOCIAL EQUITY AND WELFARE
KRISTA ELAINE RONQUILLO
DEVELOPMENT
ADMINISTRATION
WHAT ARE
THE CHALLENGES AND CRITIQUES?
DEPENDENCY THEORY
BUREAUCRATIC RIGIDITY
CORRUPTION AND AUTHORITARIANISM
ENVIRONMENTAL DEGRADATION
KRISTA ELAINE RONQUILLO
NEW PUBLIC
ADMINISTRATION
IMPORTANT POINTS:
•1968, WOODROW WILSON,
MINNOWBROOK CONFERENCE,
HIGHLIGHTS OF NEW PUBLIC
SYRACUSE UNIVERSITY, USA ADMINISTRATION
1.REDUCE EXPENDITURES AND IMPROVE INCOME
•COMMITMENT TO SOCIAL EQUITY,
RELEVANCE AND CLIENT FOCUS. 2.DECENTRALIZATION AND DEVOLUTION
•DEALS WITH ISSUES ON: 3.PARTNERSHIP WITH PRIVATE SECTOR
1. DEMOCRACY 3.PUBLIC POLICY
2. PUBLIC INTEREST 4. PUBLIC SERVICE 4.EVOLUTION OF MARKET SYSTEMS
•IMPROVED PUBLIC SERVICES 5.MANAGEMENT-WORKER RELATIONS
•FLEXIBLE WORKING CONDITIONS 6.ACTIVE INVOLVEMENT OF CITIZENS
AN ANTIDOTE TO THE CLASSICAL
PUBLIC ADMINISTRATIONT
CATHERINE CASTILLO
NEW PUBLIC
ADMINISTRATION
CATHERINE CASTILLO
NEW PUBLIC
ADMINISTRATION
PRINCIPLES OF FEATURES OF
NEW PUBLIC NEW PUBLIC
ADMINISTRATION ADMINISTRATION
•VALUES AND TRANSPARENCY •RESTRUCTURED GOVERNMENT
INSTITUTIONS
•SOCIAL EQUITY
•TARGET CLIENTS
•ECONOMY
•RECOGNITION AND INFORMATION
•RELEVANCE •MULTI-DISCIPLINES
•CHANGE •DECENTRALIZATION
•KNOWLEDGE ADMINISTRATION
CATHERINE CASTILLO
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." (DENHART 2004: 136)
FIDELITO & NELIA ADAL
NEW PUBLIC MANAGEMENT
HISTORY
•NPM VIEWED AS A MODERN APPROACH OF MANAGEMENT IN PUBLIC
SECTOR AROSE IN UK IN 1970S AS THE REACTION TOWARD THE
INSUFFICIENCIES OF TRADITIONAL PUBLIC ADMINISTRATION APPROACH
•CRITICS TOWARDS UNSATISFIED PUBLIC SECTOR PERFORMANCE
•PUBLIC SECTOR ORGANISATIONS WERE SEEN UNPRODUCTIVE,
INEFFICIENT, ALWAYS SUFFER LOSS, LOW QUALITY, POOR INNOVASION AND
CREATIVITY
•THESE CONDITIONS TRIGGERED THE MOVEMENT TO REFORM PUBLIC
SECTOR MANAGEMENT
FIDELITO & NELIA ADAL
NEW PUBLIC MANAGEMENT
IN THE 1980S AND EARLY 90S, AS IF THERE WAS A COLLECTIVE ASSAULT
ON THE ORGANIZATION QUESTIONING CONVENTIONAL AND TRADITIONAL
WAYS OF DOING THINGS - BOTH IN THE PRIVATE AND PUBLIC SECTORS -
VARIOUS STRATEGIES AND MODALITIES UNDERSCORING THE IMPERATIVE FOR
FUNDAMENTAL INTERNAL AND EXTERNAL REFORM IN THE ORGANIZATION
EMERGED. THEY RANGED FROM BEING MORE "CLIENT" OR "CUSTOMER"
ORIENTED, TO THE DECENTRALIZATION OF AUTHORITY TO BEING MORE
"BUSINESS ORIENTED" ESPECIALLY FOR THOSE IN GOVERNMENT.
FIDELITO & NELIA ADAL
NEW PUBLIC MANAGEMENT
STRENGTHS WEAKNESSES
1. REAFFIRMS THE RIGHTS OF INDIVIDUAL CITIZENS AGAINST A 1. EXCESSIVE UNIVERSALISM ACROSS COUNTRIES CULTURES AND SECTORS. ONE SIZE
PATERNALISTIC, OFTEN OVERBEARING AND BUREAUCRATIC FITS ALL REDUCTIONIST SYNDROME
STATE
2. TENDENCY TO UNDERMINE STATE CAPACITY ESPECIALLY IN LDCS WHERE THE
2. EMPHASIZED NEED FOR ECONOMY AND SOUGHT TO REDUCE
STATE WAS YET TO BE FULLY ESTABLISHED IN TERMS OF ITS CRITICAL CAPACITIES
THE LEVEL OF ADMINISTRATIVE COSTS WHICH WAS ALREADY
CONSIDERED UNBEARABLE/UNSUSTAINABLE IN MANY
3. ANTI-STATE IDEOLOGY UNDERPINNED BY THE PHILOSOPHY OF ROLLING BACK THE
INDUSTRIALIZED AND DEVELOPING COUNTRIES RESPECTIVELY
STATE HAS LED TO SERIOUS DECLINE IN BASIC SOCIAL SERVICES, THE
3. HIGHLIGHTED A ROLE FOR CIVIL SOCIETY IN THE BROAD
DISINTEGRATION OF SOCIAL SAFETY NETS ASSOCIATED WITH THE FUNDAMENTAL
SCHEME OF GOVERNANCE
RIGHTS OF DEMOCRATIC CITIZENSHIP
4. PUSHED FOR DECENTRALIZATION AND DEVOLUTION OF
POWER AGAINST THE TENDENCY OF CONTROL AND COMMAND
FIDELITO & NELIA ADAL
NEW PUBLIC MANAGEMENT
PRINCIPLES
1. CATALYTIC GOVERNMENT: STEERING RATHER THAN ROWING 6. CUSTOMER-DRIVEN GOVERNMENT: MEETING THE NEEDS OF THE CUSTOMER NOT
THEIR BUREAUCRACY
2. COMMUNITY-OWNED GOVERNMENT: EMPOWERING RATHER
THAN SERVING 7. ENTERPRISING GOVERNMENT RATHER THAN SPENDING
3. COMPETITIVE GOVERNMENT: INJECTING COMPETITION INTO 8. ANTICIPATORY GOVERNMENT: PREVENTION RATHER THAN CURE
SERVICE DELIVERY
9. DECENTRALIZED GOVERNMENT: FROM HIERARCHY TO PARTICIPATION AND
4. MISSION-DRIVEN GOVERNMENT: TRANSFORMING RULE- TEAMWORK
DRIVEN ORGANIZATIONS
10. MARKET-ORIENTED GOVERNMENT: LEVERAGING CHANGE THROUGH THE MARKET
5. RESULTS-ORIENTED GOVERNMENT: FUNDING OUTCOMES, (OSBORNE AND GAEBLER 1992: 35-282)16
NOT INPUTS
FIDELITO & NELIA ADAL
NEW PUBLIC MANAGEMENT
GOAL
• IMPROVE EFFICIENCY AND EFFECTIVENESS IN
PUBLIC SECTOR ORGANIZATION,
•IMPROVE RESPONSIVENESS TO STAKEHOLDERS,
•IMPROVE QUALITY OF PUBLIC SERVICES
•IMPROVE ACCOUNTABILITY AND PERFORMANCE
FIDELITO & NELIA ADAL
REENGINEERING / REINVENTING
GOVERNMENT
REENGINEERING, AS DEFINED, 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 CONCEIVED, IT
“MEANS TOSSING ASIDE OLD SYSTEMS AND STARTING OVER”, OF
“GOING BACK TO THE BEGINNING AND INVENTING A BETTER WAY
OF DOING WORK.” (HAMMER AND CHAMPY, 1993)
TASNEEM TABAO & AMEER FAH’D TABAO
REENGINEERING / REINVENTING
GOVERNMENT
POTENTIALS AND PROBLEMS
REENGINEERING OFFERS AN OPPORTUNITY REENGINEERING FUNDAMENTALS OF "BREAKING AWAY
FROM THE PAST" MAY BE A MAJOR OBSTACLE THAT PUBLIC
TO MAKE POLICYMAKERS TAKE ANOTHER
SECTOR ORGANIZATIONS MUST OVERCOME. FOR ONE, THE
FRESH LOOK AT THE LOGIC AND
CULTURE OF BUREAUCRACIES HAS BEEN SO INGRAINED
RATIONALE OF THESE RULES AND
THAT ANY EFFORT TO MODIFY IT MAY RECEIVE
SAFEGUARDS, OPENING POSSIBILITIES OF RESISTANCE NOT ONLY FROM DYED-IN-THE-WOOL
DISCARDING AND REWRITING THEM. THIS BUREAUCRATS, BUT POLITICIANS AND INTEREST GROUPS
IS SIGNIFICANT BECAUSE THROUGH THE AS WELL. THE INCREMENTAL NATURE OF GOVERNMENT
POLICY MAKING MAY MILITATE AGAINST IT. IN
YEARS, MUCH ATTENTION HAS BEEN GIVEN
GOVERNMENT, ANY DEVIATION FROM THE STATUS QUO
TO THE AGENDA OF REFORM OF PUBLIC
WOULD ALWAYS BE CONSIDERED A THREAT, AND MAY, IN
SECTOR ORGANIZATIONS AND THE WAY
SOME CASES, BE SEEN AS PART OF A HIDDEN AGENDA
THEY PERFORM. THAT CAN BE POLITICAL IN NATURE.
TASNEEM TABAO & AMEER FAH’D TABAO
RENGINERING / REINVENTING
GOVERNMENT
OBVIOUSLY, REENGINEERING WOULD HAVE ITS
STRENGTHS AND WEAKNESSES, AND MUCH CAN BE
LEARNED FROM THE EXPERIENCES OF THE MORE
SUCCESSFUL CASES. IT IS, AT BEST, AN APPROACH
THAT WOULD NEED STUDY AND MUCH
EXPERIMENTING. BUT SIDE BY SIDE WITH THIS LIES
THE IMPORTANT CONSIDERATION THAT PUBLIC
MANAGERS AND POLICY MAKERS MUST ADAPT
TECHNIQUES TO THE IDIOSYNCRATIC NEEDS AND
PECULIARITIES OF THEIR ORGANIZATIONS.
REFERENCE: REYES, DR 1998. “PUBLIC SECTOR
REENGINEERING: PRACTICE, PROSPECTS AND PROBLEMS”,
PHILIPPINE JOURNAL OF PUBLIC ADMINISTRATION, 42(3-4), TASNEEM TABAO &
PP. 184-202.
AMEER FAH’D TABAO
GOOD GOVERNANCE
WHAT IS GOOD GOVERNANCE?
GOOD GOVERNANCE SETS THE NORMATIVE STANDARDS OF
DEVELOPMENT.
IT IS A HALLMARK OF POLITICAL MATURITY
A REQUISITE FOR GROWTH AND POVERTY REDUCTION
KRISTINE VICENTE
GOOD GOVERNANCE
CHARACTERISTICS OF GOOD GOVERNANCE?
KRISTINE VICENTE
SGLG AWARDEE
KRISTINE VICENTE
PUBLIC
ADMINISTRATION
PART I
INTRODUCTION
GROUP 1
