Professional Documents
Culture Documents
KONTEMPORER
Institut Ilmu Sosial dan Manajemen STIAMI
TAHUN 2022
PUBLIC ADMINISTRATION Period of Orthodoxy
ADMINISTRATION (OPA)
Paradigm 1
AS A DEVELOVING Politics/Administration Dichotomy, 1900-
DISCIPLINE 1926 Scientific Management
OLD PUBLIC
Bureaucracy
Paradigm 2
The Principle of Administration, 1926-1937 POSDECORB
Paradigm 3 The Most Serious Challenge
Public Administration as a Political
Science, 1950-1970 Administrative Behavior
MANAGEMENT
Paradigm 4
NEW PUBLIC
Public Administration as Administration Public Management
Evolution of Paradigm Science, 1956-1970
Paradigm 5
Public Administration as Public
Administration, 1970 New Public Administration
Paradigm 7
New Public Service, 2000-saat ini
1)Hanya cocok untuk negara maju yang sudah mapan dan masyarakatnya sudah
dewasa dalam berdemokrasi (tidak maunya menang sendiri)
2)Cocok untuk Negara Federal
3)Etika dlm pemerintahan sudah mmbudaya dlm kehidupan masy..
4)Sulit diterapkan pada sistem pemerintahan yang otoriterian sentralistis.
5)Tidak banyak masyarakat yang miskin (powerless)
6)Banyak entitas sosial dan pelayanan publik telah berubah menjadi entitas bisnis.
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Comparing perspectives: Old public administration, New Public Management, and the New Public Service
Theoretical foundations Political theory, naïve social science Economic theory, positivist social science Democratic theory
Rationality and models of Administrative rationality, public Technical and economic rationality, self- Strategic rationality, citizen interest
human behaviour interest interest
Conception of the public Political, enshrined in law Aggregation of individual interests Dialogue about shared values
interest
To whom are civil servants Clients and constituents Customers Citizens
responsive?
Role of government Rowing”, implementation focused on “Steering”, serving as catalyst to unleash “Serving”, negotiating and brokering
politically defined objectives market forces interests among citizens
Comparing perspectives: Old public administration, New Public Management, and the New Public Service
Mechanisms for achieving Administering programmes through Creating mechanisms and incentives Building coalitions of public,
policy objectives government agencies through private and non-profit agencies nonprofit private agencies
Approach to accountability Hierarchical - administrators responsible Market-drive-outcomes result from Multifaceted-public servants guided
to elected leaders accumulation of self-interests by law, values, professional norms
and citizen interests
Administrative discretion Limited discretion granted to public Wide latitude to meet entrepreneurial Discretion needed but constrained
officials goals and accountable
Assumed organizational Bureaucratic organizations with top- Decentralized public organisations with Collaborative structures with shared
structure down authority and control of clients primary control within agency leadership
Assumed motivational basis of Pay and benefits, civilservice protections Entrepreneurial spirit, desire to reduce Public service, desire to contribute to
public servants size and functions of government society