Preview of lectures 1-15 • Introduction • Course Objective • To introduce MPA Students to advance level of Issues in Public

Administration faced by Governments around the Globe. • To introduce MPA Students to processes by which policy decisions are

made in public sector.• Pre-requisites• thorough knowledge of Public Sector Organisations, LINGO and concepts

are mandatory• Should be able to comprehend:• The key structures, organizations and processes within the public

administration• The history, scope, and environment of public administration.• Gain a fuller knowledge and appreciation of how public sector managers

and administrators address a wide variety of issues in the public service workplace.

Preview of lectures

• Reading Material • Contemporary Public Administration Ideas and Issues by

P.B.Rathod (text book)• Study Notes, presentations and class discussions• Problem Solving and Decision Making by Graham Wilson • Succeeding in the Private, Public, and Not-for-Profit

Sectors “Leadership” by Ronald R. Sims and Scott Quatro.• Module Contents

Meanings, Nature and Scope of Public Administration

• What is Public Administration?• Administration has originated from Latin verb ministrare,

strengthened by the preposition ad-, meaning „to serve”. Words „minister” and „ministration” also conform that „servant” aspect of the derivatives of ministrare.

Two essential elements of administration: collective effort common purpose

Criteria Public Administration Private Administration

1.Relations to environment subject to public scrutiny; public demand and expectations; political pressures

Less exposed to public inspection; internal processes are kept from public; response to public guided by market dynamics

2. Accountability Accountable to the public; transparency in transactions is expected

management accountable to owners of firms/corporations

3. Measure of performance

general public satisfaction is the gauge in the improvement in the quality of life

profit is bottomline

4. Nature of goods and services

open to all availment based on ones ability to pay

Public and Private Administration

What is Public Administration• Public administration is what government does.

• Public administration is both direct and indirect.• Public administration is a phase in the policy-

making cycle.• Public administration is implementing the public interest.• Public administration is doing collectively that which cannot be done

so well individually.• Because public administration is what a state does, it is both created

and bound by an instrument of the law.• Public administration is the law in action.

• Public administration is regulation.

Public Administration ModelA B C D E

• Environmental Scan

Assessment

• Background Information

• Situational Analysis

• SWOT – Strength’s, Weaknesses, Opportunities, Threats

• Situation – Past, Present and Future

• Significant Issues

• Align / Fit with Capabilities

• Mission & Vision

• Values / Guiding Principles

• Major Goals

• Specific Objectives

• Performance Measurement

• Targets / Standards of Performance

• Initiatives and Projects

Baseline Components

• Performance Management

• Review Progress

• Take Corrective Actions

Down to Specifics

Evaluate

Where we are Where we want to be How we will do it How are we doing

• Gaps • Action Plans • Feedback upstream – revise plans

Discover(The best of what is available)

Dream“What might be?”

(What is the world calling for)Envisioning

Design“What should be--the ideal?”

Co-constructing

Deliver“How to empower, learn,

and adjust/improvise”Sustaining

Evolution of Public Administration

• Phase• Indicative Period• Traditional / Classical Public Administration• 1800s to 1950s• Modern Public Administration• Development Administration (1950s to 1960s)• New Public Administration (1970s)• New Public Management (1980s to 1990s)• Reinventing Government (1990s)• PA as Governance (1990s to the present)

• Gulick developed a comprehensive, generic theory of organization that emphasized the scientific method, efficiency, professionalism, structural reform, and executive control. Gulick summarized the duties of administrators with an acronym; POSDCORB, which stands for planning, organizing, staffing, directing, coordinating, reporting, and budgeting.

9

POSDCORB

Public Administration in Practice

Fayol’s Five Functions of Management1. Forecasting and Planning2. Organization3. Command4. Coordinate5. Control

Fayol’s 14 Principles for Effective Administration

1. Specialization/Division of Labor

2. Authority with Corresponding Responsibility

3. Discipline4. Unity of Command5. Unity of Direction6. Subordination of Individual

Interest to the General Interest

7. Remuneration of Staff

8. Centralization9. Line of Authority10. Order11. Equity12. Stability of Tenure13. Initiative14. Esprit de Corps

Scientific Management’s Impact on Administration

• Defined Administrative Roles

• Supervision of work rather than people

• Work specializations• Span of control• Cost accounting

• Homogeneity of Positions• Engineering for Efficiency• Assembly Line Production• Emphasis on Quality

Control

Why Plan strategically?

• Significance of Planning • Types of Plans• Plans to be

understandable, quantifiable and achievable

• Contingency factors in planning

• Planning hazards, rigidity or flexibility

Setting a goal is not the main thing. It is deciding HOW you will go about

achieving it and staying with that plan. – Tom Landry

Strategic management in Public Administration

Where Do We Want to Go?Condition A Condition B

Personal Power Model Collaboration

Silo Thinking Systems Thinking

Reactive Proactive

Needs-Based Strengths-Based

Logical Creative

Past-Referenced Future-Oriented

Independent Interdependent

Inputs/Outputs Results/Outcomes

Mechanistic Learning Organization

Condition B: Operationalized

Condition B Operationalization

Collaboration Joint effort, co-ownership

Systems Thinking Mental frame and mapping

Proactive Acting beforehand, thoughtful analysis prior acting

Strengths-Based Internal/external needs vs. assets

Creative Combine ideas, synthesis, synergy

Future-Oriented Foresee challenges with every decision

Interdependent Components affecting each other, points of relationship

Results/Outcomes Inputs, processes, outputs, outcomes measures

Learning Organization Encourages seeing one’s work as part of whole

16

Theories of Public Administration IntegrationAfter World War 11,public administrators went through

a period of self-doubt and self-criticism. For many of them,being good policy implementers and managers was nolonger enough. The scope of their role and concernschanged from that of being responsible for the traditionalplanning, organizing, staffing, reviewing, and budgetingactivities to a much broader charge. Public administratorsrealized that study of the organization should encompassthe study of human behavior and study of budgeting shouldinclude the study of theory as well as practice.

Ann Prentice 1984

17

New Public ManagementThe ideas of “new public

management” and “reinventinggovernment” were essentially born outof the continuing search for solutions to

economic problems in 1970s and toproduce a government that “works

better but costs less.”

18

Reinventing GovernmentThe idea of “reinventing government” was

advanced by Osborne and Gaebler in 1992. Theirconcept of NPM was sparked by the use of businessmodel prescriptions for government i.e. using privatesector innovation, resources, and organizational ideasto improve the public sector.

19

Reengineering OrganizationsAnother similar movement was“reengineering organizations.” This term was

coined by Michael Hammer (1990) in an articlepublished by the Harvard Business Review.

Reengineering offers an approach forimproving performance, effectiveness, andefficiency of organizations regardless of thesector in which they operate.

20

• Five important Features of Organizations. Memberships Consciously Purposive Formal Structure Elusive Corporate Status

“Organization and its Principles” Characteristics

21

• Common goal is an essence of an organization. • Modern society is a complex structure. • The people who work together is known as

organization.• It is a forum of every human association for the

attainment of a common goal. Weber defined organization as a corporate group. Its orders are enforced by the specific individuals.

• The focus is on legitimate integration of parts.

Organization

22

• Grouping is given top priority.• The individuals to whom the functions are

entrusted come later. • Organizations are social units, human groupings

deliberately constructed or reconstructed to seek specific objectives or goals or sub-goals.

• Organizations are social institutions. They are natural communities.

• They are called as social systems.

Organization

23

PLANNING

ORGANIZING

STAFFING

DIRECTING

CONTROLLING

MANAGEMENT PROCESS

24

Some of the mistakes in organizing could be outlined as follows:

• Failure to plan properly• Failure to clarify relationships• Failure to delegate authority• Failure to balance delegation• Confusion of lines authority and information• Authority without responsibility• Responsibility without authority• Careless application of the staff device• Misuse of functional authority• Multiple subordination• Misuse of service departments• Over-organization

25

Major principles of sound organizingPrinciple of unity of objective

Principle of efficiency

Span of management principle

Principle of delegation

Principle of absoluteness of responsibility

Principle of unity of command

The authority-level principle

Principle of division of work

Principle of functional definition

Principle of separation

Principle of balance

Principle of flexibility

Principle of leadership facilitation

1

2

7

89

10

11

12

13

14

15

4

5

6

3

• Public Administration, the way forward• Development Catalysts • Re-inventing Government• New Public Management• Principal Themes and Roots of NPM• Governance and its challenges and Outcomes• E-governance • Broader Issues of Public Administration

New Developments in Public Administration

Perspectives, Approaches & Critiques

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, no 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 the market

e-Government Principles

• What is e-Government?• Why e-Government?• Issues in e-Government• 7 Principles of e-Government• ADKAR Model of Change

What do leading nations aim in eGov?

• Interactive Public Services• Public Procurement• Public Internet Access Points• Broadband Connectivity• Interoperability• Culture & Tourism• Secure G2G Communications

Benefits to Government• Law & Policy-making

– e-Government can be a catalyst for legal reform– Wider & faster dissemination of laws– Faster & better formulation of policies

• Better Regulation– Registration & Licensing - speedier– Taxation – better revenues– Environmental Regulations – better compliance– Transportation & Police – more transparency

• More efficient Services to Citizens & Businesses– Better Image– Cost-cutting– Better targeting of benefits– Control of corruption

Ingredients of TransformationDepartment

CentricApproach

ProcessOrientation

Output-BasedAssessment

DepartmentalView

CustomerCentric

Approach

ServiceOrientation

Outcome-basedAssessment

Integrated View

The Challenges

•Lack of Process Models•Status Quo-ism•Poor Legal Frameworks•Complex Procurement

1 PROCESS•Lack of Political Will•Official Apathy•Shortage of Champions•Lack of Skills in Govt

2 PEOPLE

•Lack of Standards•Poor Communication Infrastructure•Hardware-approach•Lack of Architectures

3 TECHNOLGY

•Budget Constraints•Disinterest of Pvt Sector•Lack of Project Mgt Skills

4 RESOURCES

Quote of the Day

• Education is the most powerful weapon which you can use to change the world.

Nelson Mandela