Preview of lectures 1-15
• Introduction
• Course Objective
• To introduce MPA Students to advance level of Issues in Public
Administration faced by Governments around the Globe.
• To introduce MPA Students to processes by which policy decisions are
made in public sector.
• Pre-requisites
• thorough knowledge of Public Sector Organisations, LINGO and concepts
are mandatory
• Should be able to comprehend:
• The key structures, organizations and processes within the public
administration
• The history, scope, and environment of public administration.
• Gain a fuller knowledge and appreciation of how public sector managers
and administrators address a wide variety of issues in the public service
workplace.
Preview of lectures
• Reading Material
• Contemporary Public Administration Ideas and Issues by
P.B.Rathod (text book)
• Study Notes, presentations and class discussions
• Problem Solving and Decision Making by Graham Wilson
• Succeeding in the Private, Public, and Not-for-Profit
Sectors “Leadership” by Ronald R. Sims and Scott Quatro.
• Module Contents
Meanings, Nature and Scope of
Public Administration
• What is Public Administration?
• Administration has originated from Latin verb ministrare,
strengthened by the preposition ad-, meaning „to serve”. Words
„minister” and „ministration” also conform that „servant” aspect of
the derivatives of ministrare.
Two essential elements of administration:
 collective effort
 common purpose
Public and Private Administration
Criteria
Public Administration
1.Relations to environment  subject to public
scrutiny; public demand
and expectations; political
pressures
Private Administration
 Less exposed to public
inspection; internal
processes are kept from
public; response to public
guided by market dynamics
2. Accountability
 Accountable to the
public; transparency in
transactions is expected
 management
accountable to owners of
firms/corporations
3. Measure of
performance
 general public
satisfaction is the gauge in
the improvement in the
quality of life
 profit is bottomline
4. Nature of goods and
services
 open to all
 availment based on
ones ability to pay
What is Public Administration
• Public administration is what government does.
• Public administration is both direct and indirect.
• Public administration is a phase in the policymaking cycle.
• Public administration is implementing the public interest.
• Public administration is doing collectively that which cannot be
done so well individually.
• Because public administration is what a state does, it is both
created and bound by an instrument of the law.
• Public administration is the law in action.
• Public administration is regulation.
Public Administration Model
ABCDE
Where we are
Assessment
Where we want to be How we will do it
Baseline
Components
Down to
How are we doing
Evaluate
Specifics
• Environmental Scan
• Situation – Past,
Present and Future
• Mission & Vision
• Performance
Measurement
• Performance
Management
• Background
Information
• Significant Issues
• Values / Guiding
Principles
• Targets / Standards of
Performance
• Review Progress
• Situational Analysis
• Align / Fit with
Capabilities
• Major Goals
• Initiatives and
Projects
• Take Corrective
Actions
• SWOT – Strength’s,
Weaknesses,
Opportunities,
Threats
• Gaps
• Specific Objectives
• Action Plans
• Feedback upstream
– revise plans
Discover
(The best of what is available)
Deliver
“How to empower, learn,
and adjust/improvise”
Sustaining
Dream
“What might be?”
(What is the world calling for)
Design
“What should be--the ideal?”
Co-constructing
Envisioning
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)
POSDCORB
• Gulick developed a comprehensive, generic theory of
organization that emphasized the scientific method,
efficiency, professionalism, structural reform, and
executive control. Gulick summarized the duties of
administrators with an acronym; POSDCORB, which
stands for planning, organizing, staffing, directing,
coordinating, reporting, and budgeting.
9
Public Administration in Practice
Fayol’s Five Functions of
Management
1. Forecasting and Planning
2. Organization
3. Command
4. Coordinate
5. Control
Fayol’s 14 Principles for Effective Administration
1.
2.
3.
4.
5.
6.
7.
Specialization/Division of
Labor
Authority with
Corresponding Responsibility
Discipline
Unity of Command
Unity of Direction
Subordination of Individual
Interest to the General
Interest
Remuneration of Staff
8.
9.
10.
11.
12.
13.
14.
Centralization
Line of Authority
Order
Equity
Stability of Tenure
Initiative
Esprit de Corps
Scientific Management’s
Impact on Administration
• Defined Administrative
Roles
• Supervision of work
rather than people
• Work specializations
• Span of control
• Cost accounting
• Homogeneity of
Positions
• Engineering for
Efficiency
• Assembly Line
Production
• Emphasis on Quality
Control
Strategic management in Public Administration
Why Plan strategically?
• Significance of Planning
• Types of Plans
• Plans to be
understandable,
quantifiable and
achievable
• Contingency factors in
planning
• Planning hazards,
rigidity or flexibility
Setting a goal is not the
main thing. It is deciding
HOW you will go about
achieving it and staying with
that plan. – Tom Landry
Where Do We Want to Go?
Condition A
Condition B
Personal Power Model
Collaboration
Silo Thinking
Systems Thinking
Reactive
Proactive
Needs-Based
Strengths-Based
Logical
Creative
Past-Referenced
Future-Oriented
Independent
Interdependent
Inputs/Outputs
Results/Outcomes
Mechanistic
Learning Organization
Condition B: Operationalized
Condition B
Operationalization
Collaboration
Joint effort, co-ownership
Systems Thinking
Mental frame and mapping
Proactive
Acting beforehand, thoughtful analysis prior acting
Strengths-Based
Internal/external needs vs. assets
Creative
Combine ideas, synthesis, synergy
Future-Oriented
Foresee challenges with every decision
Interdependent
Components affecting each other, points of
relationship
Results/Outcomes
Inputs, processes, outputs, outcomes measures
Learning Organization
Encourages seeing one’s work as part of whole
Theories of Public Administration 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
16
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.”
17
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.
18
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.
19
“Organization and its Principles”
Characteristics
• Five important Features of Organizations.
 Memberships
 Consciously Purposive
 Formal Structure
 Elusive
 Corporate Status
20
Organization
• Common goal is an essence of an organization.
• Modern society is a complex structure.
• The people who work together is known as
organization.
• It is a forum of every human association for the
attainment of a common goal. Weber defined
organization as a corporate group. Its orders are
enforced by the specific individuals.
• The focus is on legitimate integration of parts.
21
Organization
• Grouping is given top priority.
• The individuals to whom the functions are
entrusted come later.
• Organizations are social units, human groupings
deliberately constructed or reconstructed to seek
specific objectives or goals or sub-goals.
• Organizations are social institutions. They are
natural communities.
• They are called as social systems.
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MANAGEMENT PROCESS
STAFFING
23
Some of the mistakes in organizing
could be outlined as follows:
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Failure to plan properly
Failure to clarify relationships
Failure to delegate authority
Failure to balance delegation
Confusion of lines authority and information
Authority without responsibility
Responsibility without authority
Careless application of the staff device
Misuse of functional authority
Multiple subordination
Misuse of service departments
Over-organization
24
Major principles of sound organizing
1
Principle of unity of objective
2
Principle of efficiency
3
4
5
Span of management principle
Principle of delegation
6
Principle of absoluteness of responsibility
7
Principle of unity of command
8
9
The authority-level principle
10
11
12
13
Principle of division of work
Principle of functional definition
Principle of separation
Principle of balance
14
Principle of flexibility
15
Principle of leadership facilitation
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New Developments in Public
Administration
Perspectives, Approaches & Critiques
Public Administration, the way forward
Development Catalysts
Re-inventing Government
New Public Management
Principal Themes and Roots of NPM
Governance and its challenges and Outcomes
E-governance
Broader Issues of Public Administration
1.
Catalytic government:
Steering rather than rowing.
2.
Community owned government:
Empowering rather than serving.
3.
Competitive government:
Injecting competition into service delivery.
4.
Mission-driven government:
Transforming rule-driven organizations
5.
Results-oriented government:
Funding outcomes, no 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:
Leveraging change through the market
e-Government Principles
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What is e-Government?
Why e-Government?
Issues in e-Government
7 Principles of e-Government
ADKAR Model of Change
What do leading nations aim in eGov?
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Interactive Public Services
Public Procurement
Public Internet Access Points
Broadband Connectivity
Interoperability
Culture & Tourism
Secure G2G Communications
Benefits to Government
• Law & Policy-making
– e-Government can be a catalyst for legal reform
– Wider & faster dissemination of laws
– Faster & better formulation of policies
• Better Regulation
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Registration & Licensing - speedier
Taxation – better revenues
Environmental Regulations – better compliance
Transportation & Police – more transparency
• More efficient Services to Citizens & Businesses
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Better Image
Cost-cutting
Better targeting of benefits
Control of corruption
Ingredients of Transformation
Department
Centric
Approach
Customer
Centric
Approach
Process
Orientation
Service
Orientation
Output-Based
Assessment
Outcome-based
Assessment
Departmental
View
Integrated
View
The Challenges
1 PROCESS
2 PEOPLE
•Lack of Process Models
•Status Quo-ism
•Poor Legal Frameworks
•Complex Procurement
•Lack of Political Will
•Official Apathy
•Shortage of Champions
•Lack of Skills in Govt
3 TECHNOLGY
4 RESOURCES
•Lack of Standards
•Poor Communication
Infrastructure
•Hardware-approach
•Lack of Architectures
•Budget Constraints
•Disinterest of Pvt Sector
•Lack of Project Mgt Skills
Quote of the Day
• Education is the most powerful weapon
which you can use to change the world.
Nelson Mandela