Download - Developments in public management theory
Developments in Public Management Theory
Public Management Theory EvolutionAdrienne A WallaceFebruary 26, 2013
Taylor
1911 Principles of Scientific Management◦Processes and outcomes
Gulick
1937 major functions of managementPOSDCORB
◦Planning◦Organizing◦Staffing◦Directing◦Coordinating◦Reporting◦Budgeting
Barnard
1938 Acceptance Theory of Authority◦Does management take authority?◦Is it earned?
Hawthorne Effect
Group of studies in the late 1920/30’sWorker behavior affected by
communication principlesResearchers hypothesized:
◦that choosing one's own coworkers◦working as a group◦being treated as ◦having a sympathetic supervisor ◦equal to productivity increase
50’s, 60’s Middle-Range Theories
Theory X (managerial oversight) vs. Theory Y (integrated individual and org goals)
Group/organizational TheoryRole TheoryCommunication Theory
Theory X & Theory Y
Traditional vs. New Management
Theory X & Theory Y Simplified
Group Theory
Organizational Theory
Role Theory
Communication Theory
Communication Theory
Five different types of communication◦Interpersonal ◦Dyadic◦Small Group◦Public◦Mass
Laswell, 1948
Shannon-Weaver, 1948-49
Interactive Model, 1948-49
Osgood Schramm, 1954
Activity
1) Draw your ideal model of communication as a manager of public administration.
2) OR, describe it in 2-3 sentences.3) Emphasize preferred methods of
command and feedback.4) Explain and share.
70’s, 80’s, 90’s
Doctrines of AdministrationPublic Management TheoryEntrepreneurial Public ManagementNew Public Management (NPM)
◦New Managerialism
Hood & Jackson, 1991
1) Ubiquitous (found everywhere)2) Based on “soft data” and “soft logic”3) Constantly shifting “received view” or
“received wisdom”4) Often contradictory5) Unstable, changes with society6) Rotate (aka fashion)
New Public Management (NPM)
Hood & Jackson’s doctrines become NPMResult in government that is:
◦Better (for whom? Debated)◦Cleaner◦More efficient◦More professional◦Larger, more expensive
Major Ideas of NPM
Structural devolution and decentralizationVertical coordination and autonomy within single
agencyManagerialism and management techniquesContractualism, privatization, and
entrepreneurshipMarket-driven techniques, competition, and
citizens as customersAgainst the Weberian theoryDeregulation and market transactionsPerformance management and output
Consequences of NPM
Fragmentation of roles and role ambiguity as a result of structural devolution
Expansion of single-purpose organizations and vertical specialization
Neglecting cooperation across agenciesExcessive managerial autonomyDiscontinuities and nonlinearitiesUndermining political control, creating
mistrust, producing role ambiguity
Leadership
Where politic meets administration.Involves visionary skill – look beyond needs to
create valueStudy of what leaders do rather than
management theories.“The manager does things right; the leader
does the right thing” (Bennis, 2003)◦Too much management not enough leadership◦Uses group theory and communication theory
Should do adaptive work Tough under authoritative rule
Contract
“government by proxy”“third party government”“the hollow state”“indirect government”1/6th of total federal spending on contract
work
Privatization Successful
1) Project can be clearly and precisely described for purposes of negotiation and compliance.
2) Desired outcomes can be measured and identified.
3) Penalties are imposed for noncompliance4) Contractors maybe discontinued or
changed
Accountability & Transparency
Information and communication technologies ◦Reduce corruption◦Increase competition◦Collaborative in nature◦Facilitate improved communication◦Increase participation◦Promote transparency via E-government/Social
Media Contractor Government
Risks and Returns
NPM grounded in observationsDifficult to replicateNot thought of as ‘scientific’Methods are transferrable *NPM more efficiency (output) than
effective (outcome)Consider differences between day-to-day
problems and long-term societal problemsParadigm is in trouble
Post-New Public Management
JUG: joined up government (2003) WG: whole of government (1990’s) More holistic strategy Using insights from the other social sciences, rather than just
economics Designed to “get a grip” on wicked problems Presented as opposite of 'departmentalism', tunnel vision, and
'vertical silos‘ Entails:
◦ Strong political control◦ Reaching out to society via user forums and participation◦ Enabling individual and organized private actors in civil society ◦ Representative government◦ Public-private partnerships with NPO/NGO inclusion◦ Networks◦ Environmentally conscious
Major Ideas Post-NPM
Reducing fragmentation through structural integration Asserting recentralization and re-regulation Whole-of-government or joined-up government initiatives Eliminating role ambiguity and creating clear role
relationships Private-public partnerships Increased centralization, capacity building, and
coordination Strengthening central political and administrative
capacity Paying attention to environmental, historical, and cultural
elements
Accountability, Performance, & Trust Under NPM & Post-NPM
Both assume public employees are accountable for:◦implementing management goals◦change initiatives.
Employees are expected to:◦comply with new rules, procedures, and
incentives◦be motivated by these external variables
[“because I said so”]
Now what?
What if this isn’t the case?Where do we go from here in public
management theory?
References
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