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Evolution of Public Administration

This document outlines the evolution of public administration perspectives over time including: 1) Traditional public administration from 1900-1950s focused on bureaucratic efficiency and hierarchy. 2) New public administration of the 1970s recognized the importance of social equity and client responsiveness. 3) Development administration of 1950s-1980s aimed to transfer models from developed nations to developing countries. 4) Development public administration since the 1980s emphasizes counter-bureaucratic organizations, decentralization, and popular participation within developing nation contexts and global constraints. 5) Development public administration refocused in the Philippines since the mid-1980s considers local socioeconomic factors and collaboration between public and private sectors.

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Kent Alvin Guzman
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213 views3 pages

Evolution of Public Administration

This document outlines the evolution of public administration perspectives over time including: 1) Traditional public administration from 1900-1950s focused on bureaucratic efficiency and hierarchy. 2) New public administration of the 1970s recognized the importance of social equity and client responsiveness. 3) Development administration of 1950s-1980s aimed to transfer models from developed nations to developing countries. 4) Development public administration since the 1980s emphasizes counter-bureaucratic organizations, decentralization, and popular participation within developing nation contexts and global constraints. 5) Development public administration refocused in the Philippines since the mid-1980s considers local socioeconomic factors and collaboration between public and private sectors.

Uploaded by

Kent Alvin Guzman
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Perspective of Public

Administration

Context
Emergence

A. Traditional
Public
Administratio
n
(1900-late 1950s as
a variety in the
discipline)

of

Values

Structure

Processes

Specified Ability
Required

Criteria
of
Performance

Measure for Enhancing


AC

-partisan
manipulation
of
administration

-stability
-predictability
-orderliness

Bureaucrat
ic

-assumes
mechanical
of man

organization
and
managemen
t

-ability
efficiently
implement
policies
externally
formulated
political
processes

Internal
dynamics:
-efficiency
-effectiveness
-economy

-politics-administration
dichotomy

-need to maintain
stability

effectivene
ss
-efficiency
-economy

a
model

-fiscal
administrati
on

-belief
in
the
primacy
of
organizational goal

-paradigmatic
crisis and crisis of
identity
-lack of relevance
of administrative
function
-a
need
to
respond a social
change
-moral
dysfunction

C. Development
Administratio
n

Administrative Capability

Environment/ Value
Premises

-as
an
actual
activity, many of its
features persist to
this day.

B. New
Public
Administratio
n
(1970s in the US)

FEATURES

-lag
between
developed
and
developing nation
-developing

-turbulence
-temporariness
-uncertainty
-assumes
an
authentic model of
man

-application
scientific principles

of

by
-organization
along
bureaucratic lines.

-personnel
administrati
on

-clientorientednes
s
-social
equity

-counterbureaucrat
ic
-adhocracy

-efficiency
effectivene

Focus:
internal
organization
-distributive
-integrative
-boundaryexchange
-socioemotional

-believe
in
the
primacy
of
societal/individual
goal

-despite interest in
ecology of PA and

to

bureaucrat
ic
Techniques
from
the

-ability
to
implement
policies
that
enhance social
equity

-ability
to
provide
management for

External
impact:
-social equity
responsivenes
s

-efficiency
-economy
-economic
growth

-rejection of politicsadministration
dichotomy (recognition
of administration as
integral
part
of
political process)
-counter-bureaucratic
organization
-decentralization
-popular participation
-recognition
of
centrality of human
person
-technology
transfer
from the West

(1950s
in
Third
World nations)

D. Development
Public
Administratio
n
(1980s
in
Third
World nations)

E. DPA
Refocused
(mid
1980s
to
present
in
the
Philippines)

nations
aspiration
after
independence to
attain
development with
West as model

-efforts
to
indigenize since
DAs technology
transfer did not
work
-like DA focus on
problems in LDCs
-like TPA concern
for maintenance
and continuity

social change, DA
was viewed largely
as
independent
variable
in
the
society

Like NPA:
-turbulence
-uncertainty
-in contrast with DA
and NPA, it locates
its bureaucracy not
only within its own
society but also in
the
context
of
global system which
impinges on and
constrains policies

ss
-economy

like NPA:
-social
justice
-clientorientednes
s
Like TPA:
-efficiency
-economy
effectivene
ss

Like DA, is
not against
bureaucrac
y as an
organizatio
n
-however,
like
NPA,
searches
for
smaller,
possibly ad
hoc
organizatio
ns

Like NPA, assumes


an authentic model
of man
-empowerment of
the masses
-involvement
of
private business
in
project

Unlike DPA, locates


its
bureaucracy
more within its own

-like
and

NPA
DPA,

-more than
DPA in its
emphasis
of counterbureaucrat

West
organization
and
managemen
t
-fiscal
administrati
on
-personnel
managemen
t
-PPBS
Focus:
internal
dynamics of
organization
Like NPA:
-distributive
-integrative
-boundary
exchange
-socioemotional
Like TPA:
organization
and
managemen
t
-fiscal
administrati
on
-personnel
managemen

economic
growth

-ability
to
implement
policies
that
enhance
economic
growth
and
social
equity
independent of
the dictates of
foreign powers

-ability
formulate
implement

to
and

Internal
dynamics:
3 Es

-recognition of politicsadministration
coexistence
-counter-bureaucratic
organizations
to
certain extent
-decentralization
-popular participation
-recognition
of
the
centrality
of
the
human person

External
impact:
-social
adequacy
-economic
sufficiency

-fusion
and
collaboration of the
bureaucracy,
private
business and clientele
-consideration of socioeconomic
and
psychological make-up
of clientele

External
impact:
-social equity
responsivenes
s

development

society
-assumes
an
authentic model of
man

emphasizes
special
equity
clientorientednes
s
-like
TPA
and
DPA,
emphasizes
economy,
efficiency,
effectivene
ss

ic
organizatio
ns
(composed
of
GOs,
NGOs and
masses)
-like DPA,
recognizes
bureaucrac
y

t
Like DPA:
-distributive
-integrative
-boundary
exchange
-socioemotional
organization
and
managemen
t
-fiscal
administrati
on
-personnel
managemen
t

policies
that
enhance
economic
sufficiency,
social adequacy
and
equity
independent
cognizant
of
dictates of local
business

-regulation
of
involvement of private
business

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