PS2240

Introduc/on to Public Administra/on

Lecture Two

poli/cs, law, and managerialism

Key Messages
Perspec/ves inuence what PA is. PA is path-dependent.

Lets think about PA in your country.

Managerial Values Structure View of individual Cogni/ve approach Decision Making Poli/cal Legal

Managerial Approach

Managerial Approach

Values
Poli/cal inuence - bad. Managerial principles in business good. Dis/nc/on between public and private low. Eciency and eec/veness No. 1 values.

Managerial Approach

Structure
Scien/c Management (video) good with cau/on. Bureaucracy used to be good. New Public Management so far so good? Public-private partnership so far so good?

Managerial Approach

Individuals
Scien/c Management a mechanical view of individual administrators. Bureaucracy dehumanized administrators. New Public Management ci/zens as clients. Public-Private Partnership ci/zens as clients.

Managerial Approach

Cogni/ve Approach
Knowledge how to maximize eciency. Approach posi/vist (social science). Performance-based management to know whether administrators are achieving goal (=eciency).
Remember Me?

Managerial Approach

Decision making
Ra/onal decision making. Cost-benet analysis. Reliance on technical exper/se of social scien/sts and civil servants. Limited public par/cipa/on which works against eciency.

Cost

Benefit

 Case 1 Australia

Managerial Approach

In 1920s, [p]ublic sector management was heavily inuenced by the reform movements of the era, especially elimina/on of patronage and various corrupt prac/ces (in tendering, for instance), introduc/on of compe//ve recruitment, and by scien/c management in design of jobs, alloca/on of work, and organisa/on of sta. These techniques were jus/ed in terms of eciency, economy and equity ('equity', comparable treatment of sta doing comparable work, was also reinforced by egalitarian views).

Source: Australian Public Service Commission, Australian Government (2003). The Australian experience of public sector reform. Retrieved from hfp://www.apsc.gov.au/about/exppsreform2.htm

Managerial Approach

Case 2 India
India is one of the [f]irst countries in the world to have stated scien/c management of its forests....The main mandate of [the Indian Forest Service cons/tuted in the year 1966 by the Government of India] is the implementa/on of the Na/onal Forest Policy which envisages scien/c management of forests and to exploit them on a sustained basis for primary /mber products, among other things.

Source: Indian Forest Service, Ministry of Environment & Forests.Government of India. Retrieved January 19, 2012 from hfp://ifs.nic.in/

Managerial Approach

Case 3 Portugal
The current Public Administra/on Reform has as main aims to raise the eciency of public services, bring them closest to ci/zens and to reduce public primary exp[e]nditure, thus reducing the weight of this sector in the state budget....The star/ng point of this reform was the Restructuring of State Central Administra/on Programme (PRACE), launched in 2005, that had as objec/ve to reorganise central government in order to cut costs and raise eciency by simplifying and modernising Public Administra/on and streamlining its structures, through the organisa/onal reassessment of the dierent ministries and the analysis of the respec/ve du/es, opera/ng regula/ons, size, resources and procedures.
Source: Ministry of Finance and Public Administra/on (2008). Current Portuguese public administra/on reform.

Managerial Approach

Do these apply to your PA?

Values Structure View of individual Cogni/ve approach Decision Making Managerial Eciency, eec/veness Bureaucracy, Scien/c management, NPM Impersonal, dehumanized (administrators), ra/onal (ci/zens) Ra/onal, scien/c Ra/onal (cost/benet)

Poli0cal Approach

Political Approach

Values
Public administra/on inherently poli/cal. Eciency -- highly suspect. Representa/veness core value in democracy. Accountability to ci/zens important.

Political Approach

Structure
PA as a policy-making center of government. The structure of PA -- poli/cized (not necessarily ecient) Pluralism within public administra/on. Arma/ve ac/on within the government. Structural reforms poli/cal. Bureaus tend to grow over /me to meet internal poli/cal demands. Bureaucracy as a means of poli/cal control.

Political Approach

View of the Individuals

Individuals aggregated into a broad social, economic, or poli/cal group. Individuals iden/ed based on their interests similar to those of others in the same groups.

Political Approach

Cogni/ve Approach
Experts or (posi/vist) scien/sts unnecessary. The dependent variable (what is correct) hard to say. The opinions of the public, interest groups, and the media sources of knowledge. Poli/cal discussions and debate -- methods for developing knowledge and nding truth.

Political Approach

Case 4 South Africa

During South Africas pre-elec/on inter-party nego/a/ons in 1993, the then ruling Na/onal Party (NP) and the African Na/onal Congress (ANC) agreed that the civil service that supported the NP and implemented its policy of apartheid (Kotze, in Faure and Lane, 1996:37) should remain intact, at least un/l aoer the second elec/ons (1999) to allow the new government to consolidate its power. However, aoer the 1994 elec/ons, it became more dicult for the new government [led by the ANC] to persuade the senior white ocials to re/re early to ensure that the highest posi/ons in the civil and public services were racially (or at least demographically) representa/ve. (Video)
Maphunye, K. J. (2002). The features of South Africas post 1994 civil service and the challenges it faces in the new dispensaAon. Morocco.

Political Approach

Decision making
Decisions are made in poli/cal situa/ons of administra/on system. Ra/onal approach unrealis/c. Incremental approach more feasible.

Political Approach

Do these apply to your PA?

Values Structure View of individual Cogni/ve approach Decision Making Poli/cal Representa/on, responsiveness, accountability Organiza/onal pluralism Members of group Agreement and debate, public opinion as sources of informa/on/knowledge Incremental

Legal Approach

Legal Approach

Values
Administrators ac/ons coercive. Protec/ng individual rights No. 1 value. Procedual due process & equity important. The costs to society of securing individual rights no problem! Eciency & cost-eec/veness important, but not the priority.

Legal Approach

Organiza/onal Structure
Judicializa/on of PA. Structure that will maximize the use of adversary procedure good. The full-edged judicial trial good.

Legal Approach

Individuals
Individuals as a unique person in a unique set of circumstances.

Legal Approach

Cogni/ve Approach
Adjudicatory method emphasis on specic/ unique elements of the case at hand. Facts are established through adversary procedure. Informa/on derived from public opinion polls and elec/ons -- not important.

Case 5 United States

Judicial involvement in the management of public ins/tu/ons increasingly comes about as a result of suits led in federal courts on the basis of alleged cons/tu/onal viola/ons by state and local ocials. These are ooen broad based afacks alleging systemic viola/ons requiring comprehensive programma/c changes. Once the federal district court judge makes a nding that the condi/on of the service cons/tutes a viola/on of the U.S. Cons/tu/on, the judge (with the involvement of the various par/es) fashions a series of mandatory program steps to remedy the eects of the viola/on.

OLeary, R. & Wise, C. R. (1991). Public managers, judges, and legislators: Redening the new partnership. Public AdministraAon Review, 54(1): 316-327.

Legal Approach

Case 6 Japan
Tradi/onal approach -- legal. Assump/on underlying PA aoer the WWII Government could go wrong (Dr. Akira Nakamura). Public administra/on as a discipline a check on administra/ve misbehavior.

Public AdministraAon and Law (1925) by Tokuji Tamura.

Legal Approach

Decision-making
Preceden/al incrementalism. The facts of each new case are evaluated in light of past cases.

Legal Approach

Do these apply to your PA?

Values Structure View of individual Cogni/ve approach Legalis/c Cons/tu/onal Integrity, Procedural Due Process, Equity Adjudicatory (Adversary) Individual as a unique person Induc/ve case analysis, deduc/ve legal analysis, norma/ve reasoning, adversary process Preceden/al incrementalism

Decision Making

Three approaches Compe/ng?

Perspec/ves inuence what PA is.

PA is path-dependent.

Lets think about PA in your country.

Managerial Values Structure View of individual Cogni/ve approach Decision Making Poli/cal Legal