Overview of Public Management: Motivation and Conflict ManagementHun Myoung Park, Ph.D.,International University of Japan

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Public ManagementApplied science of problem

solving in the public and nonprofit sectors

“Make its business less unbusinesslike” (Wilson 1887: 201)

Get things done efficiently and effectively.

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Public Management

Perry & Kraemer (1983: 4)

Public administration as a profession

Public manager as a practitioner. Managers in the middle rather than managers at the top (Perry 1993: 18)

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Public ManagementMerger of (Perry & Kraemer 1983:

x)

Normative public administration: democracy

Instrumental generic management: organizational structure & goal, resource allocation, motivation.

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Public ManagementMerger of (Perry 1993: 17)

Normative theory: “[H]ow they ought to act in light of the values” Should/should not

Behavioral theory: “[U]nderstand or explain the dynamics of contexts… and efficacy of potential interventions.”

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Big Questions (Behn 1995) Micromanagement: How can

public managers break the micromanagement cycle

An excess of procedural rules poor result more rules…

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Big Questions (Behn 1995) Motivation: How can public

managers motivate public employees to work energetically and intelligently towards achieving public purposes?

How can the legislature control the executive, and how can political managers control civil servants (principal-agent problem)?

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Big Questions (Behn 1995) Measurement: “How can public

managers measures the achievements of their agencies in ways that help to increase those achievements?”

Performance management

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Core CoursesOrganizational Theory

(+Organizational Behavior)

Policy Studies (policy process, policy analysis)

Pubic Finance and Budgeting

Human Resource Management

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Public Service Motivation“[A]n individual’s predisposition to

respond to motives grounded primarily or uniquely in public institutions and organizations” (Perry & Wise: 368)

“The greater an individual’s public service motivation, the more likely the individual will seek membership in a public organization” (p.370)

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Public Service Motivation“In public organizations, public

service motivation is positively related to individual performance” (p. 370)

“Public organizations that attract members with high levels of public service motivation are likely to be less dependent on utilitarian incentives to manage individual performance effectively” (p. 371)

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Public Service MotivationPublic Service Motivation

Measuring (Perry 1996)Attraction to public policy makingCommitment to public interestCompassion, Self-sacrificeCivic duty and social justice were

taken out to have four dimensions (latent variables)

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Public Service MotivationInternational Instrument of Public Service

Motivation (Kim et al. 2012)

Develop 33 questions

Attention to public participation

Public interests

Commitment to public values

Compassion

Self-sacrifice

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Conflict ManagementConflicts everywhere & everyday

Not necessarily destructive but even required to survive

“Conflict episode” rather than one event (Pondy 1967)

Conflict management > conflict resolution

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Conflict EpisodesLatent conflict perceived felt

manifest conflict aftermathLatent Conflict. Conditions set

the stage and conflict waiting to happen.

Perceived Conflict. People may sense conflict but may downplay or deny it.

Felt Conflict. Conflict is experienced as discomfort, such as with tension or anger.

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Conflict EpisodesManifest Conflict. Conflict becomes

open warfare (figuratively or actually) with a winner and loser. This is the time for intervention; conflict is destructive if not channeled.

Conflict Aftermath. This is the stage after the outbreak, when results (or its alternative) are evident. Conflict often breeds more conflict and, when it does, that conflict is likely to take on a life of its own.

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Getting To Yes (1981, 2011)Positional bargainingSoft bargainingHard bargaining

Principled negotiation

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Getting To Yes (1981, 2011)Separate the people from the

problem

Focus on interests, not positions

Invest options for mutual gain

Insist on using objective criteria

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Transcendence Ethics (1996)How to negotiate with the strong

Minimum conditions for symbiosis

Nonviolence

Personal ethics

Intrapersonal ethics

Self-sacrifice

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Lee’s (1996) TranscendenceNonviolence (use words rather

than violence)

Personal ethics (pursue knowledge and agreement)

Intrapersonal (social) ethics

Self-sacrifice

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Managerial LeadershipAuthority is not given (by the

position) but built by himself

Zone of indifference (Barnard) and zone of acceptance

Mobilize (motivate) the right person and assign the right place at the right time.

MGE’s leadership

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