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 COR JESU COLLEGE

ADMINISTRATIVE
March 20, 2022
10:00 a.m.
& MANAGERIAL Presented by:
GROUP 7

REFORM

Cor Jesu
College

OUR TOPICS FOR

TODAY
01 UNDERSTANDING ADMINISTRATIVE &

MANAGERIAL REFORM
02
MANAGERIAL REFORM

03
PROBLEMS ON ADMINISTRATIVE REFORM

04
REFORMS IN PHILIPPINE SETTING

05
COMPARATIVE ADMINISTRATIVE REFORM
THE TEAM

BERNADINE V. BAGANG MARIAN ANGEL M. DELA CERNA MICHELLE G. POMBO ANN MARIE C. CRUZ MARY ELAINE DIMACUTA
Davao City Water District DepEd-Division of Davao del sur Philhealth- Agusan del Dur LTO XI-Davao City City Health Office
-Davao City
-Digos City

CELESTE MAE NADELA GRACE SHARINA C. VIRTUDAZO CRISTY P. MARQUEZ JESABBEL R. RAGAS CATHY B. RODRIGUEZ
Former connected to Philhealth- Agusan del Dur Philhealth- Agusan del Dur Philhealth- Agusan del Dur Davao City Police Office
DILG XI -Davao City
THE TEAM

JENELYN DUMAHIL REYNANTE B. DE GUZMAN

DAR Provincial Office
LTO XI-Davao City
-Davao de Oro

REENA ROSE SALDINO HANIE B. FLORES

SGV & CO. Provincial Capitol
-General Santos City -Matti Digos City
 PUBLIC

ADMINISTRATION
The aggregate machinery (policies, rules,
procedures, systems, organizational structures,
personnel, etc.) funded by the state budget and
in charge of the management and direction of
the affairs of the executive government, and its
interaction with other stakeholders in the state,
society and external environment
UNDERSTANDING
ADMINISTRATIVE AND

MANAGERIAL REFORM
 ADMINISTRATIVE
REFORM
ADMINISTRATIVE? • An administrative reform

is a conscious, well-

considered change that is carried out in a

public sector organization or system for the
purpose of improving its structure, operation
MANAGERIAL? or the quality of its workforce.

• Applying new measures to an administrative
system in order to change its goals,

REFORM organizational structures, and procedures with

the aim of increasing quality, efficiency, and
effectiveness in the development of the

services provided.
 Cor Jesu
College

TRANSFORMATION

RE-STRUCTURE

IMPROVEMENT

RE-ENGINEERING

RE-ARRANGEMENT

DEVELOPMENT RE-DESIGNING
 When the
When the

administration is
administration, though

meeting current

obviously failing to

demands, is not

meet the demands

equipped to tackle

on it. extra demands:

When the administration

When the

with reserve capacity and

administration with
ability to anticipate future

reserve capacity is
demands does not adopt

unable to anticipate
the most effective

future demands. methods for performing

its functions.

E
RESPONS
EFFICIENCY
Y
NEUTRALIT
REMEDY
REPOSITION
MERIT
WHY REFORM? DEVELOPME
NT

EXTERN INTERN
 THREE (3) MAJOR

REFORM MOVEMENT
The three major movement of this period that

have received the most attention from the

public administration scholarship

1. ORTHODOX PUBLIC ADMINISTRATION (OPA)

2. NEW PUBLIC MANAGEMENT (NPM)

3. NEW PUBLIC GOVERNANCE (NPG)

MANAGEMENT REFORM
Brief History What is Management?
-Systematic way of managing people

The Philippine governmental reform

and things within an organization

efforts of the past half century produced

-Focuses on policy implementation

uneven results with an unwieldy

-Group of employees of the

structure and organization with

organization
overlapping functions. The government

- plans and policies into actions

now seeks to reorient the bureaucracy,

-Works under administration

minimize overlaps in program

implementation by government
Is all about improving the ability in

agencies. delivering the services/mandates of an

organization, meaning enhancing its

effectiveness and enabling the

organization to act faster, more nimbly

and be more accountable.

 Cor Jesu
Three main shifts: College

1. Decentralization of decision-making authority

- a process where the decision-making authority is

Management Reform as

distributed throughout a larger group.

Strategy
3 Benefits: Management reform is one of the

1. Encourages motivation and creativity implementation strategies which

2. Allows many minds to work simultaneously on the

has been given with serious

same problem
consideration specially in

3.Accommodates flexibility and individualization.

coordinating and monitoring

2. Simplification of policies and procedures

- policies and operational processes must be

reforms, receiving feedback, and

simplified to ensure a more effective implementation. providing corrective measures

3. Empowerment of Senior Managers through evaluation.

- heads of entities must be empowered to deliver

their mandates and can be held accountable for

performance.
 PROBLEMS IN

ADMINISTRATIVE REFORM
The situation for administrative reform

appears to be imminent.

The administrative reform is not a day to day

affair.

A reform must be a long-term process.

An important objective of administrative

reform is to ensure the support of the clients

for the reform and participation of people in

administration
SUCCESSFUL

ADMINISTRATIVE

REFORMS-

PRECONDITIONS

--The authority must be serious and sincere

about the reforms. --The authority must be able to prove or

--The authority is sure that the reforms in
establish that the present form of public

public administration will bring about desired

administration is not able to satisfy the

and improved results. requirements of the general public.

--The authority, through its machinery, should

--People’s cooperation is also deemed

try to gauge the attitude or mentality of the

as a precondition
people about the reform proposals.
REFORMS IN PHILIPPINE

SETTING

In the Philippine settings, there were also lot of governance reforms and civil service.

SPANISH REGIME REVOLUTIONARY

AMERICAN
1935 constitution &

GOVERNMENT COLONIZATION commonwealth act

The history of the Philippine

177
Civil Service dates back

Apolinario Mabini's
During the American

during the Spanish regime.

Decalogue to lay the basis
colonization, the values of
Article XI on the Civil

for the civil service. efficiency, economy, and

Service reiterated existing

There was prevalence of the

culture of nepotism which

merit were introduced. legal provisions like

has been carried over

The development of a
appointment according to

through generations. professional

Although reforms have
merit and fitness to be

administrative class
been introduced--all
determined by competitive

More than that, the

started with the provision
initially eyeing the
examination, the ban on

Philippine Civil Service has

that personnel chosen
benefits of an efficient
partisan political activities,

also been vulnerable to

through examination
government--it eventually
prohibition of double

abuse of utilization by the

could not be removed
leads to grave
compensation, and so on.
executive and legislative
with a change in political
politicization.
administration

branches that tampered on

The guaranteeing by

the merit principles of it. While there are present

constitutional authority of

strict laws to keep the

an open competitive merit

standards of civil service

system.
high, it fails to materialize

with the lack of strict

implementation
 RAMON MAGSAYSAY SERGIO OSMEÑA
(December 31,1953-March 17,1957) (August 1,1944-May

28,1946)
The first bill enacted was
Commonwealth Act No. 672
 - rehabilitating the Philippine National

Bank.

MANUEL L. QUEZON
(November 15,1935-August 1,1944)
President Magsaysay enacted the

following laws
as part of his Agrarian Reform Program:
“I am not a Democrat nor a Republican, nor even a

Progressive. The Filipinos take no sides in your partisan

Republic Act No. 1160 of 1954
differences.” Manuel L. Quezon Congressional Record,
Republic Act No. 1199 (Agricultural Tenancy Act of 1954 -
October 1, 1914 Republic Act No. 1400 (Land Reform Act of 1955
Republic Act No. 821 (Creation of Agricultural Credit

Cooperative Financing Administration)

Cor Jesu

College
 FERDINAND E. MARCOS FIDEL V. RAMOS
(1965-1986) (1992-1998)
The specific areas of the new society envisioned by
Pres. Marcos for reform:
In December 3, 1992, President Ramos issued

Executive Order No. 37 which reaffirmed the national

Land Reforms
Government commitment to privatization. This

Industrialization
executive issuance provides additional directions for

Infrastructure
the more orderly, efficient and timely pursuit of the

Peace and Order

programme. Moreover, it further expands the

coverage of the Privatization Programme by

including the assets owned and activities undertaken

CORAZON C. AQUINO by certain line agencies of government which may be

privatized through other schemes such as Built-

(1986-1992) Operate-Transfer (BOT) or management and

maintenance contracts.
The Philippine Privatization Programme was conceived on

December 8, 1986 with the issuance of Proclamation No. 50

signed by former President Corazon C. Aquino. It aimed to
reduce the number of government corporations which had
grown into unmanageable proportions and to narrow down
the range of economic activity within which government
corporations operated.
Cor Jesu

College
 BENIGNO AQUINO III
Cor Jesu

College

JOSEPH EJERCITO ESTRADA (2010-2016)

(1998-2001) Introduced program by introducing

the K-12 curriculum by signing into

The Estrada administration widened the coverage of the law the Enhanced Basic Education

Comprehensive Agrarian Reform Program (CARP) to the Act in 2013. 

landless peasants in the country side. The latter's
administration distributed more than 266,000 hectares of
land to 175,000 landless farmers, including land owned by

RODRIGO DUTERTE
the traditional rural elite.

GLORIA MACAPAGAL ARROYO (2016-Present)

President Rodrigo Duterte introduced 8888 or the

(2001-2010)
Citizens' Complaint Hotline which is a 24/7 national

public service hotline that allow members of the public to

under Arroyo administration that benefited the workers report poor government front-line service delivery and

such as the  Salary Standardization law for public sector corrupt practices in all government agencies,

workers, Special program for Employment of Students, government-owned and controlled corporations (GOCCs),

Comprehensive Livelihood and Emergency Employment government financial institutions (GFIs) and other

Program (CLEEP), and other employment instrumentalities of the government in the Philippines.-

RA 11223 Universal Health Care Act (UHC Law) signes on

February 20, 2019

COMPARING ASIAN

ADMINISTRATIVE
ADMINISTRATIVE

& MANAGERIAL
REFORM
REFORM

 ABSTRACT
Comparative Administration Change and Reform An invaluable work for understanding the new
presents contributions from top international challenges faced by the governments around the
experts on public management and public
world,
administration to provide a global assessment of
reform and the lessons governments can learn
from previous policies.

The qualities and capabilities of leaders, the Comparative Administration Change and Reform

nature and challenges of large organizational offers a clear analysis of both the successes and

changes, and the complexity of efforts to failures of reform and should be read by anyone

evaluate the outcomes of reform, the interested in politics, administration, and public

contributors consider aspects of public sector reform.

administration reform in countries such as
Canada, Thailand, Mexico, and China as well as
the ways in which changes have been shaped by
global forces, national values, traditions, and
culture.
 COMMONALITIES

AND DIFFERENCES
National administrative systems vary from country to country as a result of
constitutional design, political evolution , and institutional legacies. Many
Asian countries have adopted a state-planned, state-led, or state-managed
approach to economic and social development, whether in a capitalist or
socialist setting.
 SUBSTANTIVE GOALS OF ADMINISTRATIVE REFORM
CHINA
•Establish a socialist

market economic

JAPAN
system through a
Reorganization of central
KOREA
separation of functions

PHILIPPINES
ministries, review of public

of government and
corporations for deregulation,
Reorganization of central

THAILAND
ministries, review of
enterprises, simpler
fiscal structural reform,

public corporations for Extend local governance and

administration, unified
promote decentralization
deregulation, fiscal decentralization, promote

leadership and higher

review of social security
structural reform, privatization, program by
Re-engineering

efficiency. programs
promote decentralization divesting government-owned
government agencies

review of social security and controlled corporation,

involved in delivery of

programs implementation of attrition

public services and

law for downsizing civil

international trade, public

service service performance

improvement,

management by result

through planning and

monitoring process
 COR JESU COLLEGE

March 20, 2022

10:00 a.m.
THANK YOU Presented by:
GROUP 7