Introduction to public administration final
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Transcript of Introduction to public administration final
DSS10004 Introduction to Social & Public Administration
DSS10004 Introduction to Social & Public Administration
Public Management
Ronald C. Moe“Exploring the Limits of Privatization”
Graham T. Allison “Public and Private Management:
Are They Fundamentally Alike in All Unimportant Respects?”
Chung Man Sze 52218730
Cheung Wing Kiu 52221445
Lam Tsz Chung 52217200
Outline
• The definition of public management
• Similarities between public & private management
• Differences between public & private management
• The difficulties of public management
• Is privatization a good way for the improvement of public management?
• The improvement of public management
• The strategy for the development of public management
• Mushkin report identified in 3 core elements– Policy management
• Needs, analysis of option, select of programs & allocation of resources
– Resource management• Basic administrative support systems
– Program management• Policy or daily operation of agencies
1975 Report of The Interagency Study Committee on Policy Management Assistance on OMB – The Definition of “Public Management”
• Webster: Management means the organization and direction of resources to achieve a desired result.
Definition of Public ManagementDefinition of Public Management
Wallance Sayre(1929):The public and private sectors may be alike
in the nonessentials , but it is in the essentials where they differ.
• Acronym “POSDCORB”• Planning• Organizing• Staffing• Directing• Coordination• Reporting• Budgeting
Similarities of Public & Private ManagementSimilarities of Public & Private Management
Divided into three parts- Strategy- Managing internal components- Managing external constituencies
Functions of general managementFunctions of general management
Functions of general managementFunctions of general management
Strategy
- Establishing Objective and Priorities(優先次序 ) for the organizationBase on the forecasts of the environment and the organization’s capacities - Devising Operational Plans to achieve these objectives
Functions of general managementFunctions of general management
Managing Internal Components
- Organizing and Staffing
The manager establishes structure & procedures in staffing
Structure assign the authorities and responsibilities to the units and positions
Procedures coordinating activity and taking action
Functions of general managementFunctions of general management
Managing Internal Components
- Directing Personnel and the Personnel
Management SystemThe capacity members and their skills and knowledge
Personnel Management System recruit, selects, socializes, trains, reward ,punishes and exits employeesits goals specific directions from management
Managing Internal Components
- Controlling Performance
Various management information systems making decisions & measuring progress towards objectives
Functions of general managementFunctions of general management
Functions of general managementFunctions of general management
Managing external constituencies
- Dealing with “External” Units subject to some common authority
dealing with other general managers within organization (above, laterally and below) achieve their unit’s objectives
Functions of general managementFunctions of general management
Managing external constituencies
- Dealing with Independent OrganizationsAgencies with other organization or groups the organization’s abilities to achieve the goals - Dealing with Press and PublicAction or approval or acquiescence is required
John T. Dunlop “Impressionistic comparison of John T. Dunlop “Impressionistic comparison of government management and private business”government management and private business”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Richard E. Neustadt Richard E. Neustadt “Six major differences between U.S. Presidents and “Six major differences between U.S. Presidents and
Chief Executive Officers of major corporations Chief Executive Officers of major corporations
According to the first article:Fundamental Costitutional Difference
Business Sector:- General Functions Individual – CEOGovernment(U.S Government):- General Function Competing Institutionsthe executive , two houses of Congress & the courts
Time perspective
Government management- Short time horizons dictated by political necessities and political calendarPrivate management - Longer time perspective (market development, technological innovation & investment, organization building)
John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”
Duration
Government management- Relatively short- dangerous for fostering a successorsPrivate management- Longer - Responsible to train a successor or several possible candidates
John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”
Measurement of performance
Government management- little agreement on the standard and measurement of performancePrivate management- various tests of performance for executive compensation
John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”
Personnel constraintsGovernment managementPolitical appointees high-level personnel in the hierarchy supervisory personnelCivil service union contract provision and other regulations complicate the recruitment, hiring, transfer, and layoff or discharge of personnel of personnel to achieve managerial objectives or preferencesMore under control of staffPrivate management- Greater latitude (much more authorities to direct the employees)
John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”
Persuasion and direction
Government management- seek to mediate decisions response to the pressures and must put together a coalition of inside and outside groups to survivePrivate management- Direct or issue orders to subordinates by superiors managers(little risk of contradiction)- Look more to one higher authority
John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”
Equality and efficiencyGovernment management - Provide equity among different constituenciesPrivate management - Greater stress is placed upon efficiency and competitive performance
Public processes versus private processGovernment management- exposed to public scrutiny and to be more open Private management- process more internal and less exposed to the public
John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”
Role of Press and Media
Government management- contend regularly with the press and mediaPrivate management- less often reported in the press
John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”
Legislative and judicial impactGovernment management- subject to close scrutiny by legislative oversight groupsPrivate management- Uncommon in private business
Bottom line Government management- Rarely clear bottom linePrivate management- For profit, market performance and survival
John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”John T. Dunlop “impressionistic comparison of John T. Dunlop “impressionistic comparison of government management and private business”government management and private business”
Public Management Private Management
Time perspective Short time horizons dictated Longer time
Duration Short(cannot train successor)
LongResponsible to train successor
Measurement of performance little agreement of measurement various tests of performance
Personnel constraints Subject to Civil Service System Greater latitude towards managers
Equality and efficiency equal among different constituencies Focus on efficiency and competitive performance
Public processes versus private process
More exposed to the public Less exposed to the public
Role of Press and Media Contend regularly Less often reported
Persuasion and direction Seek to mediate decisions Direction or issuance
Legislative and judicial impact
Subject to close scrutiny Administrative freedom to act
Bottom line Rarely clear bottom line Profit, market performance and survival
John T. Dunlop “impressionistic comparison of government management and private business”John T. Dunlop “impressionistic comparison of government management and private business”John T. Dunlop “impressionistic comparison of government management and private business”John T. Dunlop “impressionistic comparison of government management and private business”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Degree of market exposure (reliance on appropriate)
- less incentive to cost reduction, operating efficiency, effective performance - lower allocational efficiency - lower availabilities of market indicators and information
Legal, formal constraints (courts, legislature, hierarchy)
- More constraints on procedures, spheres of operations
- Greater tendency to proliferation of formal specifications and controls
- More external sources of formal influence, and greater fragmentation of those sources
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Political influences
- Greater diversity of intensity of external informal influences on decisions
- Greater need for support of “constituencies”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Coerciveness (“coercive,” “monopolistic,” unavoidable nature of many government activities)- A more likely that participation in consumption and financing of services will be unavoidable or mandatory
Breadth of impact- Broader impact , greater symbolic significance of actions of public
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Public scrutiny- Greater public scrutiny of public officials and their actions
Unique public expectations- Greater public expectations that public officials act with more fairness, responsiveness, accountability and honesty
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Complexity of objectives, evaluation and decision criteria
- Greater multiplicity and diversity of objectives and criteria- Greater vagueness and intangibility of objectives and criteria- Greater tendency of goals to be conflicting
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Authority relations and the role of the administrator
- Less decision-making autonomy and flexibility on the part of the public administrators- Weaker more fragmented authority over subordinates and lower levels- Greater reluctance to delegate, more levels of review, and greater use of formal regulations- More political, expository role for top managers
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Organizational performance
- Greater cautiousness, rigidity, less innovativeness- More frequent turnover of top leaders due to elections and political appointments results in greater disruption of implementation of plans
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Incentives and incentive structures
- Greater difficulty in devising incentives for effective and efficient performance- Lower valuation of pecuniary incentive by employees
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Personal characteristics of employees
- Variations in personality traits and needs, such as higher dominance and flexibility, higher need for achievement, on part of government managers- Lower work satisfaction and lower organization commitment
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
Hal Rainey , Robert Backoff and Charles Levine Hal Rainey , Robert Backoff and Charles Levine “Public administration review research “Public administration review research
development”development”
1. Short time perspective2. Less authorities
a. No agreement of performance measurementb. Subject to Civil Service System (for managers who making decision)c. Share authority with the Congressd. Subject to legislative oversight groups or and judicial orders for executive and administrationf .Provide equity among different constituenciesg. Subject to public scrutinyh. Great influence of press and media on making decision
3. Less efficiency- less market exposure
The difficulties of public managementThe difficulties of public management
Some functions performed by government are assigned to private sectors units, directly or indirectly, or left to the play of market place.
What is privatization?What is privatization?What is privatization?What is privatization?
The Privatization Movement:1. Perform more efficiently & economically2. All functions are interchangeable
Barry Bozeman:1. Present & Inevitable2. The desired way to plan for the future3. Public & Private sectors are alike in the essentials,
differing only in the nonessentials
The believes of the PromotersThe believes of the PromotersThe believes of the PromotersThe believes of the Promoters
encourage combining elements of the public and private sectors
∵ the political arena the judicial arenain major policy and managerial decisions
∵ integrate its economic theory with thecomplementary theories of public law= the Achilles Heel(致命傷 ) of privatization
In the basis:In the basis: In the basis:In the basis:
The Twilight Zone- subject to the law applicable to its body(its operation , productivity and expenditure) Is it “private ” in its legal status?
- bridge in legal and organizational termsthe public and private sectors problems = weaken the capacity of theentity to achieve its assigned mission.
Limitations of PrivatizationLimitations of PrivatizationLimitations of PrivatizationLimitations of Privatization
Fundamental distinction Sovereign
- The government possesses the rights andimmunities of the sovereign.- A sovereign cannot assign its attributes to a private
party and remain a sovereign.- It would permit another body to determine the fate of
the sovereign.
Third-party government
- Contract an inevitable weakening in the lines of political accountability.
A private entity = indirect and tenuous ∵
∴decision-making capacity ↓ private for-profit & not-for profit corporation.
National Security
× delegate sensitive national security operations to private parties.
Public Safety
Lawmakers feel obligated to consider public safety factors in the assignment process.
Corruption
substantial sums of money
Private Parties ∵ go to the edge of the law
Effects of Privatization towards the Public Effects of Privatization towards the Public Effects of Privatization towards the Public Effects of Privatization towards the Public
received fromhttp://cusa-cuhk.com/stot/Privatization.pdf
Reason of Privatization:Reason of Privatization:- Former Chief Executive Tung Chee-hwaFormer Chief Executive Tung Chee-hwa1.Eighty-Five Thousand Housing Projects(1.Eighty-Five Thousand Housing Projects( 八萬五建屋計劃八萬五建屋計劃 ))Expenditure↑↑↑Expenditure↑↑↑
2.Discontinue Home Ownership Scheme2.Discontinue Home Ownership SchemeWorking Capital ↓↓↓Working Capital ↓↓↓
The Hong Kong Housing Authority The Hong Kong Housing Authority 1.1. Sell part of its public housing shopping malls, car parks and Sell part of its public housing shopping malls, car parks and
marketsmarkets
2.2. Establish “The Link” & Public OfferingsEstablish “The Link” & Public OfferingsCapital Raising Capital Raising
Real Case Study: Real Case Study: The Link Real Estate Investment TrustThe Link Real Estate Investment TrustReal Case Study: Real Case Study: The Link Real Estate Investment TrustThe Link Real Estate Investment Trust
Public Offerings of “The Link REIT”- The First Public Offerings
Lo Siu Lan = Public Housing Residentschallenged the legality of this public offerings
Rent of Public Housing ↑↑(without the rent of public housing shopping malls)Price level in public housing shopping malls↑↑
(without consideration towards public)
The public offerings was postponed The second public offerings was successful
Real Case Study: Real Case Study: The Link Real Estate Investment TrustThe Link Real Estate Investment TrustReal Case Study: Real Case Study: The Link Real Estate Investment TrustThe Link Real Estate Investment Trust
The Effects:
For Public Housing Residents:The price level in public housing shopping malls ↑↑↑living-
burden ↑↑↑ ↑↑↑chain stores in shopping malls ↑↑↑Shop rents ~>Consumers
For Tenants of Shopping Malls & Markets: medium-small shops ↓↓↓↓↓↓↑↑↑chain stores in shopping malls ↑↑↑Shop rents
Real Case Study: Real Case Study: The Link Real Estate Investment TrustThe Link Real Estate Investment TrustReal Case Study: Real Case Study: The Link Real Estate Investment TrustThe Link Real Estate Investment Trust
an articulation of the general management functions
a self-consciousness about the general public management point of view
cannot rely on common sense and knowledge
Improvement of the performance of public managementImprovement of the performance of public management
The strategy for the development of public The strategy for the development of public managementmanagement
The strategy for the development of public The strategy for the development of public managementmanagement
-Developing a significant number of cases on public management problems and practices
-Analyzing cases to identify better and worse practice
- Promoting systematic comparative research
- Linking to the training of public management