Presented as a report by J. B. Nangpuhan II (MPA student) for the class (Organization and Society) of Dr. H. G. Kim at Chonnam National University, Korea in 2010 (Fall Semester)
SUMMARY[1]
I. (DEVELOPMENT OF THE PUBLIC POLICY ORIENTATION)
II. (RESPONSIVENESS IN PUBLIC POLICY)
III. EFFECTIVENESS IN POLICY
A. Lowi’s “Interest-Group Liberalism”
B. Government Coercion
IV. THE DISCOVERY OF POLICY IMPLEMENTATION
A. Policy Formation and Policy Execution
B. Games Policy Makers Play
C. Political and Economic Factors
V. METHODS OF POLICY ANALYSIS
VI. THE INTELLECTUAL CRISIS
A. Key Elements of Public Choice Theory
B. Theory of “Democratic Administration”
C. The Ostrom-Golembiewski Exchange
VII. THE NEW PUBLIC MANAGEMENT
VII. THE NEW PUBLIC MANAGEMENT
Osborne and Gaeblaer provided 10 principles through which “public entrepreneurs” might bring about massive governmental reform – principles that remain at the core of the new public management:
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 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 market.
Christopher Pollitt (1990, pp.2-3) has identified five core beliefs of managerialism (or the new public management):
1. The main route to social progress now lies through the achievement of continuing increases in economically defined productivity.
2. Such productivity increase will mainly come from the application of ever more sophisticated technologies.
3. The application of these technologies can only be achieved with a labor force disciplined in accordance with the productivity ideal.
4. Management is a separate and distinct organizational function and one that plays the crucial role in planning, implementing, and measuring the necessary improvements in productivity.
5. To perform this crucial role, managers must be granted reasonable “room to maneuver” – that is, “right to manage.”
A. Some Limitations of the New Public Management
CONCLUSION
DISCUSSION QUESTIONS
1. What is the role of the public administration in the development of public policy?
2. What are the trade-offs between “responsiveness” and “effectiveness”?
3. What are some of the ways that administrators can achieve greater responsiveness?
4. Discuss Ostrom’s public choice theory as it is applied to “democratic administration.”
5. What are the key tenets of the “new public management”? Discuss its strengths and weakness as an approach to public administration.
1. What is the role of the public administration in the development of public policy?
2. What are the trade-offs between “responsiveness” and “effectiveness”?
3. What are some of the ways that administrators can achieve greater responsiveness?
4. Discuss Ostrom’s public choice theory as it is applied to “democratic administration.”
5. What are the key tenets of the “new public management”? Discuss its strengths and weakness as an approach to public administration.
[1] Reference: Denhardt, R. B. (2011). Theories of Public Organization (6th Edition). Boston, MA 02210, USA: Wadsworth Cengage Learning. 117-150
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