Public Administration as a discipline is not very old and it is only a hundred years.

During these
years Public Administration has passed through several phases of development. We can broadly
divide the history of Public Administration into the following five periods:-
Period I 1887 – 1926

Period II 1927 - 1937

Period III 1938 - 1947

Period IV 1948 - 1970

Period V 1971 – continuing

Period I (1887 – 1926) Public Administration Dichotomy :

The discipline of Public Administration was born in the USA. The credit for initiating as an
academic study of Public Administration goes to Woodrow Wilson, who was
teaching Political Science at Princeton University and who later became the President of
USA. He is regarded as the father of the discipline of Public Administration . In his
article entitled “The Study of Administration”, published in 1887, he emphasized the need for
studying Public Administration as a discipline apart from politics. This is known as
Principle of politic administration dichotomy, i.e., a separation of Politics and
Administration. Wilson argued that, “Administration lies outside the proper sphere of
politics. The administrative questions are not political questions”. The field of politics is not the
field of business, it is removed from ……. & strife of politics.
According to Frank J.Goodnow, politics “has to do with the expression of the state will” while
administration “has to do with the execution of these policies.” In short, Goodnow posited the
politics-administration dichotomy and he developed the Wilsonian theme further and greater
courage and conviction.q

Period II (1927 - 1937) Principles of Administration :

The central belief of this period was that there are certain ‘principles’ of administration and
which is the task of the scholars to discover and applied to increase the efficiency and
economy of Public Administration. Scientific management handled the business of
administration becomes a slogan. Administrative practitioners and business school join hands
to mechanistic aspect of management. They claim that Public Administration is a science. The
great depression in the America contributed a lot to the development. These periods were the
golden years of ‘principles’ in the history of Public Administration. This was also a period
 when Public Administration commanded a high degree or respectability and its product were
in great demand both in government and business.

Period III (1938 – 1947) Era of Challenge :

The main theme during this period was the advocacy of ‘Human Relationship Behavioral
Approach’ to the study of Public Administration. The idea of administrative dichotomy was
rejected. It was argued that Administration cannot be separated from politics because its
political nature and role, Administration is not only concern with policy decision but it deals
with the policy formulation. Similarly, the principle of Administration was challenge. It was
considered as a proverb and naturalistic facilities they criticized due to it’s depend on formal
structure of organization.

Period IV (1948 - 1970) Public Administration As Management:

 Partly because of their second-class citizenship status in a number of Political Science

Department of universities, some public administrationists began searching for an alternative.
 the management option —which sometimes is called "administrative science" or "generic
management“— was a viable alternative for a significant number of scholars in public
administration.
 Management is a field that covers organization theory and behavior, planning, decision making,
various techniques of "management science" such as path analysis and queuing theory,
human resources management, leadership, motivation, communication, management
information systems, budgeting, auditing, productivity, and marketing.
 Management thinking many stemming from the business schools fostered the alternative
paradigm of management.
 Scientific management and principles gave way to administrative management science.
 Foremost among these voices was that of Catheryn Seckler-Hudson (basic concepts in the study
of public management, 1955).
 She recognized the policy and political implications within the setting of public administration
but gave primary weight to the problems of Public Management.
 She argued that management is the Effective utilization of human resources and material to
reach the known goal.
 Such other works as James G. March and Herbert Simon’s organization (1858), Richard Cyert
and March’s a behavioral theory of the firm (1963), March’s handbook of
organization (1965), andJames d. Thompson’s organization in action (1967) gave solid
theoretical reasons for choosing management, with an emphasis on organization theory as the
paradigm of Public administration.

Organizational development
 In the early 1960s organization development began its rapid rise as a specialty of management.
As a focus, organization development represented a particularly tempting alternative to
political science for many public Administrationists.
 Organization development as a field is grounded in social psychology and values the
"democratization" of bureaucracies, whether public or private, and the "self-actualization" of
individual members of organizations. Because of these values, organization development was
seen by many younger public Administrationists as offering a very compatible area of research
with-in the framework of management.
 Democratic values could be considered, normative concerns could be broached, and intellectual
rigor and scientific methodologies could be employed.

Period V(1971 - Continuing :Public administration as

publicAdministration: 1971-?

 In 1970, the national association of schools Of public affairs and administration (NASPAA)\
Was founded.
 The formation of NASPAA represented not Only an act of secession by public Administrationists
from political science or Management science, but a rise of selfconfidence As well.
 Progress, particularly in the area of Organization theory and information\ Science, has been
made in this direction. Additionally, considerable progress has been made in refining the
applied techniques And methodologies of public administration.

The New Public Administration

 An important development was that of the "new public administration." in 1968, Dwight
Waldo, sponsored a conference of Young public administrationists on the New public
administration.
 The proceedings were published as a book In 1971, titled toward a new
public Administration: the Minnowbrook Perspective. The focus was disinclined to
examine such Traditional phenomena as efficiency, Effectiveness, budgeting, and
administrative Techniques. Conversely, the new public Administration was very much
aware of Normative theory, philosophy, and activism.
 The questions it raised dealt with values, Ethics, the development of the individual Member
in the organization, the relation of the Client with the bureaucracy, and the broad
Problems of urbanism, technology, and Violence.
 The overriding tone of the new public Administration was a moral tone.
 the new public administration can be Viewed as a call for independence from Both political
science (it was not, after All, ever called the new politics of Bureaucracy) and management
(since Man-agement always had been emphatically Technical rather than normative in
Approach).
 And it developed with strong geographic Communities –tightly knit neighborhoods and
Towns.
 today’s environment demands institutions that Are extremely flexible and adaptable
 it demands institutions that deliver high Quality goods and services,
 It demands institutions that are responsive to Their customers, offering choices of Non
standardized services; that lead by Persuasion and incentives rather than Commands; that
give their employees a sense of Meaning and control, even ownership.
 It demands institutions that empower citizens them Rather than simply serving them.
 Most government institutions Perform increasingly complex tasks, in competitive, rapidly
changing Environments, with customers who Want quality and choice.
 David Osborne and Ted Gabler in reinventing government (1992) introduced the concept
ofEntrepreneurial government.
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 organization.
5. Results-oriented government: Funding outcomes, no inputs.
6. Customer-driven government: Meeting the needs of the customer, not the bureaucracy.
7. Enterprising government: Eraning 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.

The New Public Management (NPM)

 in the early 1990's, a new managerial Approach to public administration began to Take hold.
Like the traditional managerial Approach at its inception, the new approach Is reform-
oriented and seeks to improve Public sector performance
 It starts from the premise that traditional, bureaucratically organized public Administration
is "broke" and "broken“, and Consequently the public has lost faith in Government.
 In the U.S. NPM approach was adopted by Vice president al gore's national Performance
review (NPR). Its 1993 Report, from red tape to results: Creating a government that
worksBetter & costs less, explicitly sought a New customer service contract with The
people, a new guarantee of effective, efficient and responsive government.
 It called for among others: putting Customers first, making service Organizations compete,
creating Market dynamics, using market Mechanisms to solve problems, Empowering
employees to get results, Decentralization decision making Power, streamlining the budget
Process, decentralization personnel Policy, and streamlining procurement.
 Today, the NPM is becoming the Dominant managerial approach. Its key concept-somewhat
evolutionary A decade ago- are now the standard Language of public administration.
Terms such as "results oriented", "customers focused", "employee empowerment",
"entrepreneurship", and "outsourcing", have dominated the Mainstream.
Overall, public administrative Culture is changing to be more flexible, innovative, problem
solving, Entrepreneurial, and enterprising as Opposed to rule-bound, process oriented, and
focused on inputs Rather than results.
The National College of Public Administration and Governance of the University of the
Philippines (UP-NCPAG), a degree-granting unit of the University of the Philippines Diliman, is
the first school of public administration in Asia and the top educational institution in the said
academic field and practice in the Philippines. Its provides professional and policy advice, and
technical assistance to local, national and international institutions apart from its primary
mandate to provide formal education in public administration and governance education.

The College also serves as headquarters-secretariat of the Eastern Regional Organization for
Public Administration (EROPA) and the Association of Schools of Public Administration in the
Philippines (ASPAP).

History
UP-NCPAG traces its roots to the Institute of Public Administration (IPA), which was
established in June 15, 1952 after the University of the Philippines entered into an agreement
with the University of Michigan in the United States to aid the former in providing technical
assistance in the field of public administration as part of the Bell Mission's recommendations.
For its first four (initially two) years, the IPA was under American leadership.[1]

The IPA was the first of its kind not only in the Philippines, but also in Asia.[2] In its first two
years of operations, the IPA had conducted three kinds of courses with the participation of 2,500
government officials and employees. Later, undergraduate and master's degrees in Public
Administration were offered.[3] From 68 students in First Semester 1953-1954, enrollment in
these academic programs increased to about 200 every semester by 1955.[2]

In 1968, the Doctor of Public Administration program was instituted. The undergraduate
program was also phased out that year, only to be restored in 1987. The following year, a
diploma program was opened, enabling administrators to pursue specialized courses in public
administration without going through the master’s degree.[3]

The College changed its name four times. From the IPA, it became the Graduate School of
Public Administration, the School of Public Administration, and the College of Public
Administration. The current name, the National College of Public Administration and
Governance, was approved by the University of the Philippines Board of Regents in its 1126th
meeting on 26 November 1998.[2][3]

In 2004, the Commission on Higher Education of the Philippines officially recognized UP-
NCPAG as the most outstanding school of public administration in the country.[3]

Two academic units of the University, the School of Urban and Regional Planning and the
Center for Integrative and Development Studies, trace their roots to UP-NCPAG.[3]

Degree programs
  Bachelor of Public Administration
 Master of Public Administration (Thesis and Non-Thesis Tracks)
o Majors:
 Public Policy and Program Administration
 Local and Regional Governance
 Spatial Information Management
 Organizational Management
 Fiscal Administration
 Public Enterprise Management, Voluntary Sector Management
 Doctor of Public Administration

Centers and offices

Center for Public Administration and Governance Education

The Center for Public Administration and Governance Education (CPAGE) is in-charge of the
academic programs offered by the college: the Bachelor of Arts in Public Administration
(BAPA), the Master of Public Administration (MPA) and the Doctor of Public Administration
(DPA) programs. Its director also serves as the College Secretary and Director of Studies.

Center for Policy and Executive Development

The Center for Policy and Executive Development (CPED) is a policy think tank, research and
consulting arm of NCPAG. CPED has been extensively involved in capacity development
initiatives and institution building programs in the country as well as among developing
countries in the region. The Center provides public institutions, non-government organizations,
public corporations, and other local institutions and international organizations with the
necessary professional expertise in dealing with issues of public policy, executive and
administrative development, and governance. CPED has designed and implemented training
courses as well as developed instructional materials for national and local governments, non-
government organizations and international government agencies.

Center for Local and Regional Governance

The Center for Local and Regional Governance (CLRG) has been at the forefront of research,
consulting services and facilitated learning on local governance and devolution in the country
since 1965. Emerging from the Local Government Center (LGC) created through Republic Act
4223, CLRG has expanded its scope to include regional governance, urban and metropolitan
management and federalism. It collaborates with local and international institutions in promoting
decentralization and in publishing materials for the benefit of PA students, teachers and
researchers as well as local government practitioners and other stakeholders. Today, at least
3,000 local government officials graduate from CLRG programs each electoral term while
national government agencies, international donor organizations, CSOs, corporations, and
individual local governments continue to engage the services of the Center.[4]
Center for Leadership, Citizenship, and Democracy

The Center for Leadership, Citizenship and Democracy (CLCD) undertakes research, training,
and consultancy on the issues, problems, and processes of leadership and citizenship. Its efforts
are guided by the vision of a society striving to be peaceful, democratic, just, and humane. It
grants leadership and research fellowships, organizes public lectures, and publishes books
resulting from the lectures and other studies.

NCPAG Library

The NCPAG Library provides bibliographic and information support to the curricular, research
and extension programs of the College. It serves primarily the needs of its students, faculty and
research staff. Its book collection consists of over 38,000 volumes in the field of public
administration and related subject fields. Its periodical collection consists of over 300 titles and
maintains linkages with over fifty local and foreign exchange partner institutions. A special
collection of Philippine government publications consisting of over 20,000 pieces of
administrative and statistical reports, research studies, periodicals, handbooks and manuals, and
general descriptive information on the functions and activities of the different agencies of the
Philippine government is likewise maintained. The Library also serves as a supplementary
source of materials in the social sciences to students, faculty and researchers of other UP units. It
also accommodates government and private researchers, as well as graduate students from other
schools, under certain conditions.

Publications Office

Manages the publication of the Philippine Journal of Public Administration (PJPA), one of the
longest running academic journals in the country. The Office also publishes books, occasional
papers, monographs, and other teaching and training materials.