Development Administration chapter 4 (UNPAS 2012)

Prof. Ginandjar Kartasasmita

Program Doktor Bidang Ilmu SosialUniversitas Pasundan

Bandung2012

PUBLIC ADMINISTRATIVE CULTURE IS CHANGING TOBE MORE FLEXIBLE, INNOVATIVE, PROBLEMSOLVING, ENTREPRENEURIAL, AND ENTERPRISINGAS OPPOSED TO RULE-BOUND, PROCESS-ORIENTED,AND FOCUSED ON INPUTS RATHER THAN RESULTS.

PUBLIC ADMINISTRATIVE CULTURE IS CHANGING TOBE MORE FLEXIBLE, INNOVATIVE, PROBLEMSOLVING, ENTREPRENEURIAL, AND ENTERPRISINGAS OPPOSED TO RULE-BOUND, PROCESS-ORIENTED,AND FOCUSED ON INPUTS RATHER THAN RESULTS.

www.ginandjar.com 2S3-Unpas_2012

THE CURRENT PUBLIC ADMINISTRATION DEBATEPLACES A NEW EMPHASIS ON ‘WHAT MATTERS ISNOT WHAT WE DO, BUT HOW PEOPLE FEEL ABOUTWHAT WE DO’ AND THAT ‘PROCESSES MATTER’ ORPUT DIFFERENTLY, ‘THE ENDS DO NOT JUSTIFY THEMEANS’.

THE CURRENT PUBLIC ADMINISTRATION DEBATEPLACES A NEW EMPHASIS ON ‘WHAT MATTERS ISNOT WHAT WE DO, BUT HOW PEOPLE FEEL ABOUTWHAT WE DO’ AND THAT ‘PROCESSES MATTER’ ORPUT DIFFERENTLY, ‘THE ENDS DO NOT JUSTIFY THEMEANS’.


THE CENTRAL FORCE BEHIND THE MULTIPLE CHANGES ANDTRANSFORMATION WE ARE WITNESSING AROUND US ISGLOBALIZATION OF CAPITAL, KNOWLEDGE AND IDEAS, APROCESS THAT TRANSCENDS NATION-STATES, ECONOMIES,MARKETS, INSTITUTIONS, AND CULTURES. THEGLOBALIZATION PROCESS IS ACCELERATED BY A NUMBER OFCONTRIBUTING FACTORS, SUCH AS TECHNOLOGICALINNOVATIONS, POST COLD-WAR DEIDEOLOGISATION,DECLINING ECONOMIC POWER OF INDUSTRIALIZEDCOUNTRIES, AND RISING CITIZENS’ HORIZON ANDEXPECTATIONS.

THE CENTRAL FORCE BEHIND THE MULTIPLE CHANGES ANDTRANSFORMATION WE ARE WITNESSING AROUND US ISGLOBALIZATION OF CAPITAL, KNOWLEDGE AND IDEAS, APROCESS THAT TRANSCENDS NATION-STATES, ECONOMIES,MARKETS, INSTITUTIONS, AND CULTURES. THEGLOBALIZATION PROCESS IS ACCELERATED BY A NUMBER OFCONTRIBUTING FACTORS, SUCH AS TECHNOLOGICALINNOVATIONS, POST COLD-WAR DEIDEOLOGISATION,DECLINING ECONOMIC POWER OF INDUSTRIALIZEDCOUNTRIES, AND RISING CITIZENS’ HORIZON ANDEXPECTATIONS.


GLOBAL NATIONAL LOCAL

POLITICAL ECONOMIC CULTURE/

VALUES)

• PARADIGM SHIFT

GLOBAL NATIONAL LOCAL

POLITICAL ECONOMIC CULTURE/

VALUES)


GLOBALIZATION

HOLLOWING OUT OF THE STATE

OVERIDE THE ABILITY OF NATIONALGOVERNMENTS TO SOLVE THEIR OWN PROBLEMS

UNDERMINE TRADITIONAL DOMESTICPOLITICAL AUTHORITY

GLOBAL ECONOMY, MARKET, CAPITALPRIVATIZATION

xOVERIDE THE ABILITY OF NATIONAL

GOVERNMENTS TO SOLVE THEIR OWN PROBLEMS

ACCOUNTABILITY TO THE INTERNATIONALMARKET AND STANDARD

TRADITIONAL LINES OF ACCOUNTABILITY


TECHNOLOGY IS THE DRIVING FORCE BEHIND INNOVATION.BUT WHAT IS UNDERSTOOD AS INNOVATION CAN BE AMATTER OF TIME OR PLACE. WHAT WAS IDENTIFIED ASINNOVATION TEN YEARS AGO HAS NOW BECOME AROUTINE PRACTICE. SIMILARLY, IN TERMS OF PLACE, WHATIS ROUTINE IN DEVELOPED SOCIETIES MAY STILL BECONSIDERED A NOVEL OR INNOVATIVE WAY IN DEVELOPINGCOUNTRIES, WHO ARE STRAPPED TO THEIR TRADITIONALWAYS OF PUBLIC ADMINISTRATION AND MANAGEMENT.

TECHNOLOGY IS THE DRIVING FORCE BEHIND INNOVATION.BUT WHAT IS UNDERSTOOD AS INNOVATION CAN BE AMATTER OF TIME OR PLACE. WHAT WAS IDENTIFIED ASINNOVATION TEN YEARS AGO HAS NOW BECOME AROUTINE PRACTICE. SIMILARLY, IN TERMS OF PLACE, WHATIS ROUTINE IN DEVELOPED SOCIETIES MAY STILL BECONSIDERED A NOVEL OR INNOVATIVE WAY IN DEVELOPINGCOUNTRIES, WHO ARE STRAPPED TO THEIR TRADITIONALWAYS OF PUBLIC ADMINISTRATION AND MANAGEMENT.


FROM GOVERNMENT TO GOVERNANCE. RELATIVELYRECENTLY THERE IS DISTINCT DIRECTION IN PUBLIC SECTORINNOVATIONS THAT IS GAINING GROUND: "INNOVATIONS INGOVERNANCE." THESE INNOVATIONS DIFFER FROMSTANDARD INTRAORGANIZATIONAL INNOVATIONS INPRODUCTS, SERVICES AND PROCESSES IN THE TRADIONALMODE OF GOVERNMENT. INNOVATIONS IN GOVERNANCEARE CONCEIVED ABOVE A PARTICULAR LEVEL OFORGANIZATION.

FROM GOVERNMENT TO GOVERNANCE. RELATIVELYRECENTLY THERE IS DISTINCT DIRECTION IN PUBLIC SECTORINNOVATIONS THAT IS GAINING GROUND: "INNOVATIONS INGOVERNANCE." THESE INNOVATIONS DIFFER FROMSTANDARD INTRAORGANIZATIONAL INNOVATIONS INPRODUCTS, SERVICES AND PROCESSES IN THE TRADIONALMODE OF GOVERNMENT. INNOVATIONS IN GOVERNANCEARE CONCEIVED ABOVE A PARTICULAR LEVEL OFORGANIZATION.


MANAGERIALISM. RECENTLY EMERGING IN INNOVATIONSARE THE OFFSHOOT OF THE MANAGERIAL APPROACH INPUBLIC ADMINISTRATION. WHEREAS PUBLICADMINISTRATION HAD BEEN CONSIDERED TO BESUBSTANTIALLY DIFFERENT FROM BUSINESS MANAGEMENT,THE MANAGERIALIST STRAIN OF THINKING ARGUES THAT"MANAGEMENT IS MANAGEMENT."

THE GENERIC MANAGEMENT IS GUIDED BY ASSUMPTIONTHAT THE SAME PRINCIPLES THAT MOTIVATE EMPLOYEES TODO THEIR JOBS EFFICIENTLY IN BUSINESS ORGANIZATIONSWILL ALSO MOTIVATE INDIVIDUALS TO PERFORM WELL INTHE PUBLIC SECTOR. THIS VIEW OF MANAGEMENT TAKESTHE PRIVATE SECTOR MODEL OF GOOD MANAGEMENT ANDEXTEND ITS IDEAS INTO GOVERNMENT [PETERS, IBID].

MANAGERIALISM. RECENTLY EMERGING IN INNOVATIONSARE THE OFFSHOOT OF THE MANAGERIAL APPROACH INPUBLIC ADMINISTRATION. WHEREAS PUBLICADMINISTRATION HAD BEEN CONSIDERED TO BESUBSTANTIALLY DIFFERENT FROM BUSINESS MANAGEMENT,THE MANAGERIALIST STRAIN OF THINKING ARGUES THAT"MANAGEMENT IS MANAGEMENT."

THE GENERIC MANAGEMENT IS GUIDED BY ASSUMPTIONTHAT THE SAME PRINCIPLES THAT MOTIVATE EMPLOYEES TODO THEIR JOBS EFFICIENTLY IN BUSINESS ORGANIZATIONSWILL ALSO MOTIVATE INDIVIDUALS TO PERFORM WELL INTHE PUBLIC SECTOR. THIS VIEW OF MANAGEMENT TAKESTHE PRIVATE SECTOR MODEL OF GOOD MANAGEMENT ANDEXTEND ITS IDEAS INTO GOVERNMENT [PETERS, IBID].


THE MOST FUNDAMENTAL PRINCIPLE OF THECONTEMPORARY MANAGERIALIST APPROACHES IS“LET THE MANAGERS MANAGE.” THE ASSUMPTION ISTHAT IF GOVERNMENT CAN RECRUIT OR RETAIN HIGHQUALITY MANAGERS, AND IF THOSE MANAGERS AREGIVEN THE TRUST AND RESPONSIBILITY TO DIRECTOPERATIONS WITHIN THEIR SPEHERE OFRESPONSIBILITY FREE FORM POLITICAL CONSTRAINSAND TRADITIONAL BUREAUCRATIC ADMINISTRATIONTHEN THE PUBLIC SECTOR WILL PERFORM BETTER.

THE MOST FUNDAMENTAL PRINCIPLE OF THECONTEMPORARY MANAGERIALIST APPROACHES IS“LET THE MANAGERS MANAGE.” THE ASSUMPTION ISTHAT IF GOVERNMENT CAN RECRUIT OR RETAIN HIGHQUALITY MANAGERS, AND IF THOSE MANAGERS AREGIVEN THE TRUST AND RESPONSIBILITY TO DIRECTOPERATIONS WITHIN THEIR SPEHERE OFRESPONSIBILITY FREE FORM POLITICAL CONSTRAINSAND TRADITIONAL BUREAUCRATIC ADMINISTRATIONTHEN THE PUBLIC SECTOR WILL PERFORM BETTER.


PARTICIPATORY GOVERNMENT. AN ALTERNATIVE TO THEMARKET-BASED APPROACH TO MANAGING THE PUBLICSECTOR HAS BEEN A MORE PARTICIPATORY CONCEPT OFGOVERNING. WHEREAS THE MARKET BASED APPROACHASSUMES THAT THE PRINCIPLE ROOT OF THE PROBLEMS INGOVERNMENT IS THE MONOPOLY OF THE PUBLIC SECTOROVER MANY GOODS AND SERVICES, ADVOCATES OF THISAPPROACH ARGUE THAT THE PRINCIPAL PROBLEM ISHIERARCHY.

PARTICIPATORY GOVERNMENT. AN ALTERNATIVE TO THEMARKET-BASED APPROACH TO MANAGING THE PUBLICSECTOR HAS BEEN A MORE PARTICIPATORY CONCEPT OFGOVERNING. WHEREAS THE MARKET BASED APPROACHASSUMES THAT THE PRINCIPLE ROOT OF THE PROBLEMS INGOVERNMENT IS THE MONOPOLY OF THE PUBLIC SECTOROVER MANY GOODS AND SERVICES, ADVOCATES OF THISAPPROACH ARGUE THAT THE PRINCIPAL PROBLEM ISHIERARCHY.


PERFORMANCE MANAGEMENT. A SHIFT TO PERFORMANCEMANAGEMENT HAS GAINED GROUND RECENTLY, ASCITIZENS DEMAND AND EXPECTATIONS ARE RISING WHILERESOURCES ARE CONSTRAINED. BASICALLY IT WAS A SHIFTFROM "LET THE MANAGERS MANAGE", TO "MAKE THEMANAGERS MANAGE.” WHEREAS MUCH OF THE EARLYREFORM WAS CONCERNED WITH MANAGERIAL FREEDOMTHE SUBSEQUENT REFORMS HAS BEEN CONCERNED WITHHOW WELL THEY PRODUCE OUTPUTS AND OUTCOMES ASAGAINST THE RESOURCES THAT HAS BEEN CONSUMED.

PERFORMANCE MANAGEMENT. A SHIFT TO PERFORMANCEMANAGEMENT HAS GAINED GROUND RECENTLY, ASCITIZENS DEMAND AND EXPECTATIONS ARE RISING WHILERESOURCES ARE CONSTRAINED. BASICALLY IT WAS A SHIFTFROM "LET THE MANAGERS MANAGE", TO "MAKE THEMANAGERS MANAGE.” WHEREAS MUCH OF THE EARLYREFORM WAS CONCERNED WITH MANAGERIAL FREEDOMTHE SUBSEQUENT REFORMS HAS BEEN CONCERNED WITHHOW WELL THEY PRODUCE OUTPUTS AND OUTCOMES ASAGAINST THE RESOURCES THAT HAS BEEN CONSUMED.


STRATEGIC MANAGEMENT. ONE OF THE MOST CITEDNEGATIVE CHARACTERISTIC OF GOVERNMENT IS THEFRAGMENTATION OF THE PUBLIC SECTOR ANDCONSEQUENTLY DIFFICULTIES IN COORDINATION.

THERE IS A REAL NEED FOR GOVERNMENTS TO MOVEBEYOND “REACTIVE” COORDINATION TO MORE“PROACTIVE” FORMS OF COLLABORATION, AND HENCE THENEED FOR STRATEGIC POLICY CHOICES. STRATEGICMANAGEMENT INVOLVES LINKING THE BROAD SYSTEMGOALS THAT ENVELOP THE WHOLE SYSTEM OFGOVERNMENT—FROM THE CENTRAL TO THE MORESPECIFIC GOALS OF INDIVIDUAL AGENCIES AND LOCALGOVERNMENTS.

STRATEGIC MANAGEMENT. ONE OF THE MOST CITEDNEGATIVE CHARACTERISTIC OF GOVERNMENT IS THEFRAGMENTATION OF THE PUBLIC SECTOR ANDCONSEQUENTLY DIFFICULTIES IN COORDINATION.

THERE IS A REAL NEED FOR GOVERNMENTS TO MOVEBEYOND “REACTIVE” COORDINATION TO MORE“PROACTIVE” FORMS OF COLLABORATION, AND HENCE THENEED FOR STRATEGIC POLICY CHOICES. STRATEGICMANAGEMENT INVOLVES LINKING THE BROAD SYSTEMGOALS THAT ENVELOP THE WHOLE SYSTEM OFGOVERNMENT—FROM THE CENTRAL TO THE MORESPECIFIC GOALS OF INDIVIDUAL AGENCIES AND LOCALGOVERNMENTS.


1. THE NEW PUBLIC ADMINISTRATION2. REINVENTING (ENTREPRENEURIAL)

GOVERNMENT3. THE NEW PUBLIC MANAGEMENT (NPM)

4. NEW PUBLIC SERVICE5. POST MODERNISM6. GOVERNANCE

1. THE NEW PUBLIC ADMINISTRATION2. REINVENTING (ENTREPRENEURIAL)

GOVERNMENT3. THE NEW PUBLIC MANAGEMENT (NPM)

4. NEW PUBLIC SERVICE5. POST MODERNISM6. GOVERNANCE


THE NEW PUBLIC ADMINISTRATION WAS AMOVEMENT OF REFORM MINDED YOUNGSCHOLARS OF PUBLIC ADMINISTRATION IN LATE1960’S AND 1970’S, SUCH AS DWIGHT WALDOAND GEORGE H. FREDERICKSON.

THE NEW PUBLIC ADMINISTRATION WAS AMOVEMENT OF REFORM MINDED YOUNGSCHOLARS OF PUBLIC ADMINISTRATION IN LATE1960’S AND 1970’S, SUCH AS DWIGHT WALDOAND GEORGE H. FREDERICKSON.


THE FOCUS OF THE NEW PUBLIC ADMINISTRATIONWAS DISINCLINED TO EXAMINE SUCH TRADITIONALPHENOMENA AS EFFICIENCY, EFFECTIVENESS,BUDGETING, AND ADMINISTRATIVE TECHNIQUES.

THE QUESTIONS IT RAISED DEALT WITH VALUES,ETHICS, THE DEVELOPMENT OF THE INDIVIDUALMEMBER IN THE ORGANIZATION, THE RELATION OFTHE CLIENT WITH THE BUREAUCRACY, AND THEBROAD PROBLEMS OF URBANISM, TECHNOLOGY, ANDSOCIAL CONFLICTS.

THE FOCUS OF THE NEW PUBLIC ADMINISTRATIONWAS DISINCLINED TO EXAMINE SUCH TRADITIONALPHENOMENA AS EFFICIENCY, EFFECTIVENESS,BUDGETING, AND ADMINISTRATIVE TECHNIQUES.

THE QUESTIONS IT RAISED DEALT WITH VALUES,ETHICS, THE DEVELOPMENT OF THE INDIVIDUALMEMBER IN THE ORGANIZATION, THE RELATION OFTHE CLIENT WITH THE BUREAUCRACY, AND THEBROAD PROBLEMS OF URBANISM, TECHNOLOGY, ANDSOCIAL CONFLICTS.


MAIN ARGUEMENTS OF THE NEW PUBLICADMINISTRATION:

1) PUBLIC ADMINISTRATORS AND PUBLIC AGENCIES ARENOT AND CANNOT BE EITHER NEUTRAL OR OBJECTIVE.

2) TECHNOLOGY IS OFTEN DEHUMANIZING.

3) BUREAUCRATIC HIERARCHY IS OFTEN INEFFECTIVE ASAN ORGANIZATIONAL STRATEGY.

4) BUREAUCRACIES TEND TOWARD GOAL DISPLACEMENTAND SURVIVAL.

MAIN ARGUEMENTS OF THE NEW PUBLICADMINISTRATION:

1) PUBLIC ADMINISTRATORS AND PUBLIC AGENCIES ARENOT AND CANNOT BE EITHER NEUTRAL OR OBJECTIVE.

2) TECHNOLOGY IS OFTEN DEHUMANIZING.

3) BUREAUCRATIC HIERARCHY IS OFTEN INEFFECTIVE ASAN ORGANIZATIONAL STRATEGY.

4) BUREAUCRACIES TEND TOWARD GOAL DISPLACEMENTAND SURVIVAL.


5) COOPERATION, CONSENSUS, AND DEMOCRATICADMINISTRATION ARE MORE LIKELY THAN THE SIMPLEEXERCISE OF ADMINISTRATIVE AUTHORITY TO RESULT INORGANIZATIONAL EFFECTIVENESS.

6) MODERN CONCEPTS OF PUBLIC ADMINISTRATION MUSTBE BUILT ON POSTBEHAVIORAL AND POSTPOSITIVISTLOGIC-MORE DEMOCRATIC, MORE ADAPTABLE, MORERESPONSIVE TO CHANGING SOCIAL, ECONOMIC, ANDPOLITICAL CIRCUMSTANCES. (MARINI 1971)

5) COOPERATION, CONSENSUS, AND DEMOCRATICADMINISTRATION ARE MORE LIKELY THAN THE SIMPLEEXERCISE OF ADMINISTRATIVE AUTHORITY TO RESULT INORGANIZATIONAL EFFECTIVENESS.

6) MODERN CONCEPTS OF PUBLIC ADMINISTRATION MUSTBE BUILT ON POSTBEHAVIORAL AND POSTPOSITIVISTLOGIC-MORE DEMOCRATIC, MORE ADAPTABLE, MORERESPONSIVE TO CHANGING SOCIAL, ECONOMIC, ANDPOLITICAL CIRCUMSTANCES. (MARINI 1971)


MOST GOVERNMENT INSTITUTIONS PERFORMINCREASINGLY COMPLEX TASKS, IN COMPETITIVE,RAPIDLY CHANGING ENVIRONMENTS, WITH“CUSTOMERS” WHO WANT QUALITY AND CHOICE.

MOST GOVERNMENT INSTITUTIONS PERFORMINCREASINGLY COMPLEX TASKS, IN COMPETITIVE,RAPIDLY CHANGING ENVIRONMENTS, WITH“CUSTOMERS” WHO WANT QUALITY AND CHOICE.


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, NOT INPUTS.

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, NOT INPUTS.


6. CUSTOMER-DRIVEN GOVERNMENT:MEETING THE NEEDS OF THE CUSTOMER, NOT THEBUREAUCRACY.

7. ENTERPRISING GOVERNMENT:ERANING RATHER THAN SPENDING.

8. ANTICIPATORY GOVERNMENT:PREVENTION RATHER THAN CURE.

9. DECENTRELAIZED GOVERNMENT:FROM HIERARCHY TO PARTICIPATION AND TEAMWORK.

10. MARKET-ORIENTED GOVERNMENT:LEVERAGING CHANGE THROUGH THE MARKET.

(OSBORNE AND GAEBLER, 1993)

6. CUSTOMER-DRIVEN GOVERNMENT:MEETING THE NEEDS OF THE CUSTOMER, NOT THEBUREAUCRACY.

7. ENTERPRISING GOVERNMENT:ERANING RATHER THAN SPENDING.

8. ANTICIPATORY GOVERNMENT:PREVENTION RATHER THAN CURE.

9. DECENTRELAIZED GOVERNMENT:FROM HIERARCHY TO PARTICIPATION AND TEAMWORK.

10. MARKET-ORIENTED GOVERNMENT:LEVERAGING CHANGE THROUGH THE MARKET.

(OSBORNE AND GAEBLER, 1993)


IN THE EARLY 1990's, A NEW MANAGERIAL APPROACH TO PUBLICADMINISTRATION BEGAN TO TAKE HOLD. LIKE THE TRADITIONALMANAGERIAL APPROACH AT ITS INCEPTION, THE NEW APPROACH ISREFORM-ORIENTED AND SEEKS TO IMPROVE PUBLIC SECTORPERFORMANCE

IT STARTS FROM THE PREMISE THAT TRADITIONAL,BUREAUCRATICALLY ORGANIZED PUBLIC ADMINISTRATION IS"BROKE" AND "BROKEN“, AND CONSEQUENTLY THE PUBLIC HAS LOSTFAITH IN GOVERNMENT.

MANAGERIALISM REFERS TO AN ENTREPRENEURIAL APPROACH TOPUBLIC MANAGEMENT, ONE THAT EMPHASIZES THE RIGHTS OFMANAGERS TO RUN THE ORGANIZATION AND THE APPLICATION OFREINVIGORATED SCIENTIFICMANAGEMENT TECHNIQUES.

(LEMAY, 2002)

IN THE EARLY 1990's, A NEW MANAGERIAL APPROACH TO PUBLICADMINISTRATION BEGAN TO TAKE HOLD. LIKE THE TRADITIONALMANAGERIAL APPROACH AT ITS INCEPTION, THE NEW APPROACH ISREFORM-ORIENTED AND SEEKS TO IMPROVE PUBLIC SECTORPERFORMANCE

IT STARTS FROM THE PREMISE THAT TRADITIONAL,BUREAUCRATICALLY ORGANIZED PUBLIC ADMINISTRATION IS"BROKE" AND "BROKEN“, AND CONSEQUENTLY THE PUBLIC HAS LOSTFAITH IN GOVERNMENT.

MANAGERIALISM REFERS TO AN ENTREPRENEURIAL APPROACH TOPUBLIC MANAGEMENT, ONE THAT EMPHASIZES THE RIGHTS OFMANAGERS TO RUN THE ORGANIZATION AND THE APPLICATION OFREINVIGORATED SCIENTIFICMANAGEMENT TECHNIQUES.

(LEMAY, 2002)


IT CALLED FOR AMONG OTHERS: PUTTING CUSTOMERSFIRST, MAKING SERVICE ORGANIZATIONS COMPETE,CREATING MARKET DYNAMICS, USING MARKETMECHANISMS TO SOLVE PROBLEMS, EMPOWERINGEMPLOYEES TO GET RESULTS, DECENTRALIZATIONDECISION MAKING POWER, STREAMLINING THE BUDGETPROCESS, DECENTRALIZATION PERSONNEL POLICY, ANDSTREAMLINING PROCUREMENT.

IT CALLED FOR AMONG OTHERS: PUTTING CUSTOMERSFIRST, MAKING SERVICE ORGANIZATIONS COMPETE,CREATING MARKET DYNAMICS, USING MARKETMECHANISMS TO SOLVE PROBLEMS, EMPOWERINGEMPLOYEES TO GET RESULTS, DECENTRALIZATIONDECISION MAKING POWER, STREAMLINING THE BUDGETPROCESS, DECENTRALIZATION PERSONNEL POLICY, ANDSTREAMLINING PROCUREMENT.


TODAY, THE NPM IS BECOMING THE DOMINANTMANAGERIAL APPROACH.

ITS KEY CONCEPTS-SOMEWHAT EVOLUTIONARY ADECADE AGO- ARE NOW THE STANDARD LANGUAGEOF PUBLIC ADMINISTRATION.

TERMS SUCH AS "RESULTS ORIENTED", "CUSTOMERSFOCUSED", "EMPLOYEE EMPOWERMENT","ENTREPRENEURSHIP", AND "OUTSOURCING", HAVEDOMINATED THE MAINSTREAM.

TODAY, THE NPM IS BECOMING THE DOMINANTMANAGERIAL APPROACH.

ITS KEY CONCEPTS-SOMEWHAT EVOLUTIONARY ADECADE AGO- ARE NOW THE STANDARD LANGUAGEOF PUBLIC ADMINISTRATION.

TERMS SUCH AS "RESULTS ORIENTED", "CUSTOMERSFOCUSED", "EMPLOYEE EMPOWERMENT","ENTREPRENEURSHIP", AND "OUTSOURCING", HAVEDOMINATED THE MAINSTREAM.


APPROACH DATE SELECTED FEATURESCLASSICAL 1900 ORGANIZATIONS PERCEIVED AS CLOSED SYSTEMS;

STRESS ON EFFICIENCY, CONTROL AND THEBUREAUCRATIC FORM

BEHAVIORAL/HUMANRELATIONS

1930 EMPHASIS ON PEOPLE RATHER THAN MACHINES;CLOSE ATTENTION TO FACTORS SUCH AS GROUPDYNAMICS, COMMUNICATION, MOTIVATION,LEADERSHIP AND PARTICIPATION

BEHAVIORAL/HUMANRELATIONS

EMPHASIS ON PEOPLE RATHER THAN MACHINES;CLOSE ATTENTION TO FACTORS SUCH AS GROUPDYNAMICS, COMMUNICATION, MOTIVATION,LEADERSHIP AND PARTICIPATION

QUANTITATIVE 1940 PROVISION OF QUANTITATIVE TOOLS TO SUPPORTMANAGERIAL DECISION-MAKING; FOUND INMANAGEMENT SCIENCE, OPERATIONALMANAGEMENT AND MANAGEMENT INFORMATIONSYSTEMS


APPROACH DATE SELECTED FEATURES

OPEN SYSTEM/CONTIGENCY

1965 ORGANIZATIONS SEEN AS SYSTEMS OF INTERRELATED PARTSWHICH RELATE TO THE ENVIRONMENT; EMPHASIS ON'FITTING' ORGANIZATIONAL STRUCTURE TO THE SPECIFICENVIRONMENT OF THE ORGANIZATION

POWER/ POLITICS 1965 ORGANIZATIONAL DECISION-MAKING IS NOT GUIDED BYTECHNICAL RATIONALITY BUT IS DETERMINED BY POLITICALPROCESSES; A DOMINANT COALITION WILL BE THE MAJORLOCUS OF ORGANIZATIONAL POWER

QUALITYMOVEMENTS

1955 STRONGLY PURSUED IN JAPANESE POSTWAR INDUSTRIALDEVELOPMENT AND MUCH LATER ADOPTED ELSEWHERE;CONTINUOUS IMPROVEMENT BY WORKING TOGETHER ANDCLIENT FOCUS; TYPIFIED IN TOTAL QUALITY MANAGEMENT,BENCHMARKING, QUALITY CIRCLES AND ISO 9000

QUALITYMOVEMENTS

1955 STRONGLY PURSUED IN JAPANESE POSTWAR INDUSTRIALDEVELOPMENT AND MUCH LATER ADOPTED ELSEWHERE;CONTINUOUS IMPROVEMENT BY WORKING TOGETHER ANDCLIENT FOCUS; TYPIFIED IN TOTAL QUALITY MANAGEMENT,BENCHMARKING, QUALITY CIRCLES AND ISO 9000

MANAGERIALISM 1980 ADOPTION BY THE PUBLIC SECTOR OF PRIVATE SECTORMANAGEMENT PRACTICES; APPLICATION OF PUBLIC CHOICETHEORY AND NEO-CLASSICAL ECONOMICS TO PUBLIC SECTORMANAGEMENT

(TURNER AND HULME, 1997)


IN THE TWENTIETH CENTURY, HIERARCHICALGOVERNMENT BUREAUCRACY WAS THE PREDOMINANTORGANIZATIONAL MODEL USED TO DELIVER PUBLICSERVICES AND FULFILL PUBLIC POLICY GOALS.

PUBLIC MANAGERS WON ACCLAIM BY ORDERING THOSEUNDER THEM TO ACCOMPLISH HIGHLY ROUTINE, ALBEITPROFESSIONAL, TASKS WITH UNIFORMITY BUT WITHOUTDISCRETION.

TODAY, INCREASINGLY COMPLEX SOCIETIES FORCEPUBLIC OFFICIALS TO DEVELOP NEW MODELS OFGOVERNANCE.

IN THE TWENTIETH CENTURY, HIERARCHICALGOVERNMENT BUREAUCRACY WAS THE PREDOMINANTORGANIZATIONAL MODEL USED TO DELIVER PUBLICSERVICES AND FULFILL PUBLIC POLICY GOALS.

PUBLIC MANAGERS WON ACCLAIM BY ORDERING THOSEUNDER THEM TO ACCOMPLISH HIGHLY ROUTINE, ALBEITPROFESSIONAL, TASKS WITH UNIFORMITY BUT WITHOUTDISCRETION.

TODAY, INCREASINGLY COMPLEX SOCIETIES FORCEPUBLIC OFFICIALS TO DEVELOP NEW MODELS OFGOVERNANCE.


QUESTION: DO GOVERNMENTS KNOW WHAT THEYARE DOING? WHY SHOULD WE TRUST THEM?

THE DEMAND FOR GOOD GOVERNMENT HAS A LONGHISTORY. BUT SELDOM HAVE THE FORMS OFGOVERNMENT BEEN UNDER GREATER CHALLENGE.

DISSATISFACTION AND DISILLUSIONMENT ABOUTPOLITICAL SOLUTIONS ARE RIFE.

QUESTION: DO GOVERNMENTS KNOW WHAT THEYARE DOING? WHY SHOULD WE TRUST THEM?

THE DEMAND FOR GOOD GOVERNMENT HAS A LONGHISTORY. BUT SELDOM HAVE THE FORMS OFGOVERNMENT BEEN UNDER GREATER CHALLENGE.

DISSATISFACTION AND DISILLUSIONMENT ABOUTPOLITICAL SOLUTIONS ARE RIFE.


POLITICALDEMOCRACY

STRUCTURE ANDVALUES OF

PUBLICADMINISTRATION

SOCIETALTRANSFORMATION

STRUCTURE ANDVALUES OF


SOCIETALTRANSFORMATION

TECHNOLOGICALPROGRESS


CORE VALUES OFPUBLIC

ADMINISTRATION

VALUES & NEEDS OFSOCIETY AT LARGE

?CORE VALUES OF


VALUES & NEEDS OFSOCIETY AT LARGE

?


?SCALE AND

COMPLEXITYOF MODERN

GOVERNMENT

ABSORBPROCESS

EFFECTIVELYACCOMPLISH

SCALE ANDCOMPLEXITYOF MODERN

GOVERNMENT


ABSORBPROCESS

EFFECTIVELYACCOMPLISH


SOCIALVALUES

CHALENGE THESTRUCTURES OFAUTHORITY AND

CONTROL

PARTICIPATION DEMOCRACY

CHALENGE THESTRUCTURES OFAUTHORITY AND

CONTROL

BASIC VALUES OFPUBLIC

ADMINISTRATION


CORE VALUES SOCIAL VALUES><

ETHICS

CENTRALIZED,CLOSED SYSTEM

OPENSYSTEM

PARTICIPATION/DEMOCRACY

TRANSPARANCY

ACCOUNTABILITY


STRUCTURE HIERARCHY

NETWORK STAKEHOLDERS

PARTICIPATION

STRUCTURE HIERARCHY

NETWORK STAKEHOLDERS

PARTICIPATION


MODELS OF GOVERNMENTS

High

Outsourcedgovernment

Pub

lic p

rivat

e co

llabo

ratio

n

Networkinggovernment

LowHighNetwork management capabilities

Pub

lic p

rivat

e co

llabo

ratio

n

Low

Hierarchicalgovernment

Joined-upgovernment

(GOLDSMITH AND EGGERS, 2004)


GOOD GOVERNANCE

IN MANY COUNTRIES GOOD GOVERNANCE IS VERYMUCH A CURRENT TOPIC, AS PART OF THE AGENDA OFTHE REFORM MOVEMENT.

IT IS CONCERNED WITH SUCH ISSUES AS CORRUPTION,HUMAN RIGHTS, SOCIAL JUSTICE, EQUITY, RULE OF LAW.

GOOD GOVERNANCE

IN MANY COUNTRIES GOOD GOVERNANCE IS VERYMUCH A CURRENT TOPIC, AS PART OF THE AGENDA OFTHE REFORM MOVEMENT.

IT IS CONCERNED WITH SUCH ISSUES AS CORRUPTION,HUMAN RIGHTS, SOCIAL JUSTICE, EQUITY, RULE OF LAW.


UNIVERSALLY ‘GOOD GOVERNANCE’ RAISES SUCHISSUES AS: STAKEHOLDERS ENGAGEMENT;

TRANSPARENCY;

THE EQUALITIES AGENDA (GENDER, ETHNIC GROUP,AGE, RELIGION, ETC);

ETHICAL AND HONEST BEHAVIOR;

ACCOUNTABILITY;

SUSTAINABILITY.

UNIVERSALLY ‘GOOD GOVERNANCE’ RAISES SUCHISSUES AS: STAKEHOLDERS ENGAGEMENT;

TRANSPARENCY;

THE EQUALITIES AGENDA (GENDER, ETHNIC GROUP,AGE, RELIGION, ETC);

ETHICAL AND HONEST BEHAVIOR;

ACCOUNTABILITY;

SUSTAINABILITY.


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Source: Steve Knack, unpublished note 2005 (In Levy, 2007)

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-0,06

-0,08

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Initial Governance, 1982

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l)


WHEREAS THE GOVERNANCE DISCUSSIONS IN THEPUBLIC SECTORS IS RELATIVELY RECENT, THE TERMGOVERNANCE IS MUCH MORE COMMON IN THEPRIVATE SECTOR WHERE A DEBATE ABOUTCORPORATE GOVERNANCE HAS BEEN GOING ON FORQUITE SOME TIME.

COORPORATE GOVERNANCE REFERS TO ISSUES OFCONTROL AND DECISION-MAKING POWERS WITHINTHE PRIVATE (CORPORATE) ORGANIZATIONS.

WHEREAS THE GOVERNANCE DISCUSSIONS IN THEPUBLIC SECTORS IS RELATIVELY RECENT, THE TERMGOVERNANCE IS MUCH MORE COMMON IN THEPRIVATE SECTOR WHERE A DEBATE ABOUTCORPORATE GOVERNANCE HAS BEEN GOING ON FORQUITE SOME TIME.

COORPORATE GOVERNANCE REFERS TO ISSUES OFCONTROL AND DECISION-MAKING POWERS WITHINTHE PRIVATE (CORPORATE) ORGANIZATIONS.


ANOTHER DEVELOPMENT IS THE GLOBALIZATION OF THEECONOMY AND THE GROWING IMPORTANCE OFTRANSNATIONAL POLITICAL INSTITUTIONS LIKE THEUNITED NATIONS (UN), EUROPEAN UNION (EU), WORLDTRADE ORGANIZATION (WTO), ASSOCIATION OF SOUTHEAST ASIAN NATIONS (ASEAN), AND NORTH AMERICANFREE TRADE AGREEMENT (NAFTA).

ANOTHER DEVELOPMENT IS THE GLOBALIZATION OF THEECONOMY AND THE GROWING IMPORTANCE OFTRANSNATIONAL POLITICAL INSTITUTIONS LIKE THEUNITED NATIONS (UN), EUROPEAN UNION (EU), WORLDTRADE ORGANIZATION (WTO), ASSOCIATION OF SOUTHEAST ASIAN NATIONS (ASEAN), AND NORTH AMERICANFREE TRADE AGREEMENT (NAFTA).


THE DIFFUSION OF GOVERNANCE IN THE TWENTY-FIRST CENTURY

Transnationalcorporations

Intergovernmentalorganization

Nongovernmentalorganization

Private sector Public sector Third sector

Supranationallevel

Twentieth-centurymodel

Localbusiness

State and localgovernment

LocalNon-profit

Nationalcorporations

Nationalnonprofits

Nationallevel

Subnationallevel

(KAMARACK AND NYE JR., 2002)


THE CHALLENGES

THE ACCOUNTABILITY PROBLEM PRESENTS NETWORKEDGOVERNMENT WITH ITS MOST DIFFICULT CHALLENGE.

WHEN AUTHORITY AND RESPONSIBILITY ARE PARCELEDOUT ACROSS THE NETWORK, WHO IS TO BLAME WHENSOMETHING GOES WRONG? HOW DOES GOVERNMENTRELINQUISH SOME CONTROL AND STILL ENSURERESULTS?

THE CHALLENGES

THE ACCOUNTABILITY PROBLEM PRESENTS NETWORKEDGOVERNMENT WITH ITS MOST DIFFICULT CHALLENGE.

WHEN AUTHORITY AND RESPONSIBILITY ARE PARCELEDOUT ACROSS THE NETWORK, WHO IS TO BLAME WHENSOMETHING GOES WRONG? HOW DOES GOVERNMENTRELINQUISH SOME CONTROL AND STILL ENSURERESULTS?


HOW DO NETWORK MANAGERS BALANCE THE NEED FORACCOUNTABILITY AGAINST THE BENEFITS OF FLEXIBILITY?

GOVERNMENTS HAVE TRADITIONALLY TRIED TOADDRESS MOST OF THESE ISSUES OF GOVERNANCE ANDACCOUNTABILITY THROUGH NARROW AUDIT ANDCONTROL MECHANISMS. ALTHOUGH SUCH TOOLS HELP,THEY SHOULD NOT CONSTITUTE THE GREATER PART OFAN ACCOUNTABILITY REGIME.

HOW DO NETWORK MANAGERS BALANCE THE NEED FORACCOUNTABILITY AGAINST THE BENEFITS OF FLEXIBILITY?

GOVERNMENTS HAVE TRADITIONALLY TRIED TOADDRESS MOST OF THESE ISSUES OF GOVERNANCE ANDACCOUNTABILITY THROUGH NARROW AUDIT ANDCONTROL MECHANISMS. ALTHOUGH SUCH TOOLS HELP,THEY SHOULD NOT CONSTITUTE THE GREATER PART OFAN ACCOUNTABILITY REGIME.


INFORMATION IS A CENTRAL RESOURCE FOR ALLACTIVITIES.

IN PURSUING THE DEMOCRATIC/POLITICAL PROCESSES,IN MANAGING RESOURCES, EXECUTING FUNCTIONS,MEASURING PERFORMANCE AND IN SERVICE DELIVERY,INFORMATION IS THE BASIC INGREDIENT' (ISAAC-HENRY1997: I 32).

INFORMATION IS A CENTRAL RESOURCE FOR ALLACTIVITIES.

IN PURSUING THE DEMOCRATIC/POLITICAL PROCESSES,IN MANAGING RESOURCES, EXECUTING FUNCTIONS,MEASURING PERFORMANCE AND IN SERVICE DELIVERY,INFORMATION IS THE BASIC INGREDIENT' (ISAAC-HENRY1997: I 32).


THE START OF SOMETHING BIG?

OVER THE NEXT TEN TO FIFTEEN YEARS, THEEXPANSION OF NETWORK-BASEDCOMMUNICATIONS SHOULD EXERT A STRONGINFLUENCE ON HOW COMMUNITIES ARE FORMEDAND GOVERNED.

THE START OF SOMETHING BIG?

OVER THE NEXT TEN TO FIFTEEN YEARS, THEEXPANSION OF NETWORK-BASEDCOMMUNICATIONS SHOULD EXERT A STRONGINFLUENCE ON HOW COMMUNITIES ARE FORMEDAND GOVERNED.


THE ROLE OF THE INTERNET

THE INTERNET IS A NETWORK OR NETWORKS OF ONE-TO-ONE, ONE-TO-MANY, MANY-TO-MANY, AND MANY-TO-ONE,LOCAL, NATIONAL, AND GLOBAL INFORMATION ANDCOMMUNICATION TECHNOLOGIES WITH RELATIVELY OPENSTANDARDS AND PROTOCOLS AND COMPARATIVELY LOWBARRIERS TO ENTRY.

THE ROLE OF THE INTERNET

THE INTERNET IS A NETWORK OR NETWORKS OF ONE-TO-ONE, ONE-TO-MANY, MANY-TO-MANY, AND MANY-TO-ONE,LOCAL, NATIONAL, AND GLOBAL INFORMATION ANDCOMMUNICATION TECHNOLOGIES WITH RELATIVELY OPENSTANDARDS AND PROTOCOLS AND COMPARATIVELY LOWBARRIERS TO ENTRY.


GROWTH IN THE INFORMATION AND COMMUNICATIONTECHNOLOGY (ICT) SECTOR HAS EXPLODED OVER THEPAST 20 YEARS. CONTINUOUS DYNAMIC MARKET ANDTECHNOLOGY DEVELOPMENTS IN THIS SECTOR HAVE LEDTO A PHENOMENON KNOWN AS CONVERGENCE, WHICHIS DEFINED AS THE EROSION OF BOUNDARIES BETWEENPREVIOUSLY SEPARATE ICT SERVICES, NETWORKS, ANDBUSINESS PRACTICES. SOME EXAMPLES INCLUDE CABLETELEVISION NETWORKS THAT OFFER PHONE SERVICE,INTERNET TELEVISION, AND MERGERS BETWEEN MEDIAAND TELECOMMUNICATIONS FIRMS.

(THE WORLD BANK, 2010)

CONVERGENCE GROWTH IN THE INFORMATION AND COMMUNICATION

TECHNOLOGY (ICT) SECTOR HAS EXPLODED OVER THEPAST 20 YEARS. CONTINUOUS DYNAMIC MARKET ANDTECHNOLOGY DEVELOPMENTS IN THIS SECTOR HAVE LEDTO A PHENOMENON KNOWN AS CONVERGENCE, WHICHIS DEFINED AS THE EROSION OF BOUNDARIES BETWEENPREVIOUSLY SEPARATE ICT SERVICES, NETWORKS, ANDBUSINESS PRACTICES. SOME EXAMPLES INCLUDE CABLETELEVISION NETWORKS THAT OFFER PHONE SERVICE,INTERNET TELEVISION, AND MERGERS BETWEEN MEDIAAND TELECOMMUNICATIONS FIRMS.

(THE WORLD BANK, 2010)


OPPORTUNITIES AND RISKS

MANAGEMENT IN THE PUBLIC SECTOR IS BEING ALTERED,AND MAY BE ALTERED EVEN MORE FUNDAMENTALLY INTHE FUTURE BY RAPID ADVANCED OF TECHNOLOGY, INPARTICULAR INFORMATION AND COMMUNICATIONSTECHNOLOGY [ICT]. THE USE OF TECHNOLOGY INGOVERNMENT HAS BEEN INCREASING FOR DECADES, BUTTHE PACE OF CHANGE HAS BEEN ACCELERATING OVERTHE QUARTER OF THE LAST CENTURY.

OPPORTUNITIES AND RISKS

MANAGEMENT IN THE PUBLIC SECTOR IS BEING ALTERED,AND MAY BE ALTERED EVEN MORE FUNDAMENTALLY INTHE FUTURE BY RAPID ADVANCED OF TECHNOLOGY, INPARTICULAR INFORMATION AND COMMUNICATIONSTECHNOLOGY [ICT]. THE USE OF TECHNOLOGY INGOVERNMENT HAS BEEN INCREASING FOR DECADES, BUTTHE PACE OF CHANGE HAS BEEN ACCELERATING OVERTHE QUARTER OF THE LAST CENTURY.


THE EVOLUTION OF DEMOCRACY

DIRECTDEMOCRACY

REPRESENTATIVEDEMOCRACY

PARTICIPATORYDEMOCRACY

DIRECTDEMOCRACY

DARI MARY REID, “WHO NEEDS ELECTED REPRESENTATIVE?” (2005)


CITIZENPARTICIPATORY

STRONG

PARTICIPATORY

REPRESENTATIVE

DEMOCRACY

DOMINANCE

BY THE

LOUDEST

WEAK STRONG

TRADITIONAL

REPRESENTATIVE

DEMOCRACY

MARY REID, IBID.

ELECTEDREPRESENTATIVES

DOMINANCE

BY THE

LOUDEST

WEAKDIRECT

DEMOCRACY


FACEBOOK

WIKILEAKS ARAB SPRING

BUAYA VS CICAK

FACEBOOK

WIKILEAKS ARAB SPRING


CIVIL SOCIETY/MEDIA

JUDICIARY

LEGISLATIVE

EXECUTIVE

Source: Levy, 2007

SUBNATIONAL GOVERNMENTS ANDAUTONOMOUS OVERSIGHT AGENCIES


Development Administration chapter 4 (UNPAS 2012)

Technology

Transcript of Development Administration chapter 4 (UNPAS 2012)