ROXANNE A.

PINEDA
MPA 1-7
SYNTHESIS # 4
TOPIC: Public Administration as Public Administration

As I study this topic, I've watched the process of noticing problems, analyzing them, developing
solutions, and putting the answers into practice.

Transitioning to the New Phase of the old style of government has been recognized as a primary
alternative for adapting to our citizens' present requirements. As we realized how important it is for
change to occur in the form of public administration, we also realized that not everyone can accept
change. Nonetheless, we tend to look for ways to improve public service by incorporating the concepts
and strategies of commercial management into the public sector. Every part of this study has
advantages and downsides, ranging from what appears to be an act of creativity for better services and
profitability among the agencies to what appears to be a waste of time.

The New Public Administration emphasizes citizen participation and involvement as clients of
government services. It deals with democratic citizenship, public interest, public policy, and citizen
services. These problems have gained popularity as citizens become more aware of their rights and
privileges when obtaining services from the government. As a result, the problem that has to be
remedied is noticed. Then it is determined that innovation and change are required in order to provide
excellent services to citizens who, in turn, become customers in the line of private management
services.

The New Public Administration (NPM) is a theory that is being put into reality in response to the
public's ever-changing requirements and how institutions and administrations are dealing with them. It
focuses on the function of government and how, through, but not limited to, public policy, it may deliver
these services to citizens who are part of the public interest. It highlights responsiveness, client
centricity, structural changes in administration, the multi-disciplinary character of public administration,
the politics-administration dichotomy, awareness, case studies, structure change, being a jack of all
crafts, and changing desires in public administration. These features of NPM are the bedrock on which it
may fulfill its mission and produce the desired outcomes. Relevance, values, social equity, change,
client-focus, and management-worker interactions are all themes that the NPM revolves around in
order to achieve its objectives.

NPM's origins may be traced back to the late 1970s and early 1980s, indicating that citizens had
long desired reform to the way government was run. This is owing to their observations of a monopoly
public bureaucracy, management inefficiency, public inaccessibility, unmanageable scale, excessive
corruption, economic immobility, and a self-serving agenda. Add to that the neoliberal influence, which
believes that economic efficiency can only be reached through market competition and that the people
should be given free market choice.
 As a result, technical advisors were hired, information technology was developed and made
available, and multilateral financing institutions launched programs to help NPM improve its
performance. Since the NPM is an approach to running public service organizations that is used in
government and public service institutions and agencies at both sub-national and national levels, it is an
approach to building an administration by implementing flexibility, transparency, minimum government,
de-bureaucratization, decentralization, market orientation of public services, and privatization.

The New Public Management's principles include, among other things, the need to emphasize
the economy, efficiency, and effectiveness by downplaying the importance of regulation, reorganizing
the bureaucracy into different agencies, increasing competition through the introduction of quasi-
market systems and contract systems, lowering expenses while facilitating income growth, and shifting
to greater competition in the public sector. These ideas are developed from characteristics of private-
sector management styles that emphasize consumerism while increasing the flexibility and mobility of
organizational structure, personnel, and working conditions. These ideas are currently being researched
and implemented in a number of government organizations in order to determine their viability and, as
a result, to ensure people's participation in the decentralization process. The New Public Service
emerges from the study and application of the infusion of New Public Management into the Old Public
Administration, which luckily some of us are experiencing. The underpinnings of the New Public Services
are Democratic Citizenship ideas, Community and Civil Society Models, Organizational Humanism, New
Public Administration, and Post Modern Public Administration. With society's constant globalization,
complexity, and challenges, the changing external context in which public agencies operate is also a
significant determinant of these organizational arrangements, which determines the aim and scope of
public administration and management. We now regard the new government's interference in the old
as a chance to accelerate the adoption of the New Public Service. Bill No. 78 was created with various
revisions to better suit the needs of our citizens/customers and to address the re-invention of
government models in businesses. As a result, an appropriate foundation for its application in
government administration has been established.

Overall, I find this study to be an eye-opening background from the standpoint of a citizen. Still,
living in a community that has worries about the government's credibility, there's a chance that this
theory or method could alter the trajectory of our public administration. Its neutrality, in some ways,
would still be an opportunity for it to be polished further in order to suit the needs of its beneficiaries:
citizens and consumers.