PUBLIC

ADMINISTRATION
PART I
INTRODUCTION

GROUP 1
 CLASSICAL PROPONENTS OF
PUBLIC ADMINISTRATION

Max Weber was a German political economist,

social scientist, and famous Philosopher is
regarded as a founding father of public
administration theory and bureaucracy.

He conducted extensive research on ancient and modern

states to gain a better understanding of bureaucracies
across multiple eras

Max Weber considered bureaucracy to be the most rational

form of administration ever devised by man.

JEMILY SALES & LAURENCE ALCAHUPAS

 CLASSICAL PROPONENTS OF
PUBLIC ADMINISTRATION

Frederick Taylor , known as the "Father of

Scientific Management," was a pi oneer i n
management thought. H e wr ote the manag e ment
principles in 1911.

He helped to pioneer the development of time

and motion studies. He assumed there was only
"one best way" to complete the task.

Under this movement, public administration

became more concerned with understanding the
bureaucratic structure of organizations.

JEMILY SALES & LAURENCE ALCAHUPAS

 CLASSICAL PROPONENTS OF
PUBLIC ADMINISTRATION

Henry Fayol published Adminis tration

Industrielle et General e in 1916,
focusing on the general theory of
management
He has proposed several primary management
functions,
- planning
- organizing
- commanding
- coordinating
- controlling

JEMILY SALES & LAURENCE ALCAHUPAS

 DEFINITION

Public Administration can be

POLITICAL understood as the field of study and
practice that involves the
MANAGERIAL management and execution of
government affairs, encompassing
LEGAL various activities related to the
operation of governmental
OCCUPATIONAL functions, both at the local and
central levels
JEMILY SALES & LAURENCE ALCAHUPAS
 DEFINITION
Public administration has transformed significantly throughout
history, shaped by theories reflecting the socio-political and economic
contexts of their times.

In the late 20th and 21st centuries, the
Postmodern Public Administration Theory
emerged, acknowledging complexities within
government entities in the context of
contemporary capitalism.
Woodrow Wilson aligned with this
system, focusing on professionalization
and merit-based promotions.

JEMILY SALES & LAURENCE ALCAHUPAS

 PERIODS OF
PUBLIC ADMINISTRATION

JESS FREDERICK BERCO

DEVELOPMENT
ADMINISTRATION
THE ERA OF DEVELOPMENT ADMINISTRATION

MARKS A PIVOTAL PERIOD IN THE EVOLUTION OF

PUBLIC ADMINISTRATION, CHARACTERIZED BY A

SHIFT FROM TRADITIONAL BUREAUCRATIC

MODELS TOWARDS MORE DYNAMIC AND

RESPONSIVE APPROACHES TO GOVERNANCE.

KRISTA ELAINE RONQUILLO

DEVELOPMENT
ADMINISTRATION
WHAT ARE THE KEY FEATURES
OF DEVELOPMENT ADMINISTRATION?

1. FOCUS ON ECONOMIC DEVELOPMENT

2. PLANNING AND RATIONALIZATION
3. TECHNOLOGICAL INNOVATION
4. SOCIAL EQUITY AND WELFARE

KRISTA ELAINE RONQUILLO

DEVELOPMENT
ADMINISTRATION
WHAT ARE
THE CHALLENGES AND CRITIQUES?
DEPENDENCY THEORY

BUREAUCRATIC RIGIDITY

CORRUPTION AND AUTHORITARIANISM

ENVIRONMENTAL DEGRADATION
KRISTA ELAINE RONQUILLO
 NEW PUBLIC
ADMINISTRATION
IMPORTANT POINTS:
•1968, WOODROW WILSON,
MINNOWBROOK CONFERENCE,
HIGHLIGHTS OF NEW PUBLIC
SYRACUSE UNIVERSITY, USA ADMINISTRATION
1.REDUCE EXPENDITURES AND IMPROVE INCOME
•COMMITMENT TO SOCIAL EQUITY,
RELEVANCE AND CLIENT FOCUS. 2.DECENTRALIZATION AND DEVOLUTION

•DEALS WITH ISSUES ON: 3.PARTNERSHIP WITH PRIVATE SECTOR

1. DEMOCRACY 3.PUBLIC POLICY
2. PUBLIC INTEREST 4. PUBLIC SERVICE 4.EVOLUTION OF MARKET SYSTEMS

•IMPROVED PUBLIC SERVICES 5.MANAGEMENT-WORKER RELATIONS

•FLEXIBLE WORKING CONDITIONS 6.ACTIVE INVOLVEMENT OF CITIZENS

AN ANTIDOTE TO THE CLASSICAL
PUBLIC ADMINISTRATIONT
CATHERINE CASTILLO
NEW PUBLIC
ADMINISTRATION

CATHERINE CASTILLO
 NEW PUBLIC
ADMINISTRATION
PRINCIPLES OF FEATURES OF
NEW PUBLIC NEW PUBLIC
ADMINISTRATION ADMINISTRATION
•VALUES AND TRANSPARENCY •RESTRUCTURED GOVERNMENT
INSTITUTIONS
•SOCIAL EQUITY
•TARGET CLIENTS
•ECONOMY
•RECOGNITION AND INFORMATION
•RELEVANCE •MULTI-DISCIPLINES

•CHANGE •DECENTRALIZATION
•KNOWLEDGE ADMINISTRATION

CATHERINE CASTILLO
NEW PUBLIC MANAGEMENT

THE IDEAS OF "NEW PUBLIC MANAGEMENT" AND

"REINVENTING GOVERNMENT" WERE
ESSENTIALLY BORN OUT OF THE CONTINUING
SEARCH FOR SOLUTIONS TO ECONOMIC
PROBLEMS IN 1970S AND TO PRODUCE A
GOVERNMENT THAT "WORKS BETTER BUT
COSTS LESS." (DENHART 2004: 136)

FIDELITO & NELIA ADAL

NEW PUBLIC MANAGEMENT

HISTORY
•NPM VIEWED AS A MODERN APPROACH OF MANAGEMENT IN PUBLIC
SECTOR AROSE IN UK IN 1970S AS THE REACTION TOWARD THE
INSUFFICIENCIES OF TRADITIONAL PUBLIC ADMINISTRATION APPROACH
•CRITICS TOWARDS UNSATISFIED PUBLIC SECTOR PERFORMANCE
•PUBLIC SECTOR ORGANISATIONS WERE SEEN UNPRODUCTIVE,
INEFFICIENT, ALWAYS SUFFER LOSS, LOW QUALITY, POOR INNOVASION AND
CREATIVITY
•THESE CONDITIONS TRIGGERED THE MOVEMENT TO REFORM PUBLIC
SECTOR MANAGEMENT

FIDELITO & NELIA ADAL

 NEW PUBLIC MANAGEMENT

IN THE 1980S AND EARLY 90S, AS IF THERE WAS A COLLECTIVE ASSAULT

ON THE ORGANIZATION QUESTIONING CONVENTIONAL AND TRADITIONAL
WAYS OF DOING THINGS - BOTH IN THE PRIVATE AND PUBLIC SECTORS -
VARIOUS STRATEGIES AND MODALITIES UNDERSCORING THE IMPERATIVE FOR
FUNDAMENTAL INTERNAL AND EXTERNAL REFORM IN THE ORGANIZATION
EMERGED. THEY RANGED FROM BEING MORE "CLIENT" OR "CUSTOMER"
ORIENTED, TO THE DECENTRALIZATION OF AUTHORITY TO BEING MORE
"BUSINESS ORIENTED" ESPECIALLY FOR THOSE IN GOVERNMENT.

FIDELITO & NELIA ADAL

 NEW PUBLIC MANAGEMENT

STRENGTHS WEAKNESSES

1. REAFFIRMS THE RIGHTS OF INDIVIDUAL CITIZENS AGAINST A 1. EXCESSIVE UNIVERSALISM ACROSS COUNTRIES CULTURES AND SECTORS. ONE SIZE
PATERNALISTIC, OFTEN OVERBEARING AND BUREAUCRATIC FITS ALL REDUCTIONIST SYNDROME
STATE

2. TENDENCY TO UNDERMINE STATE CAPACITY ESPECIALLY IN LDCS WHERE THE

2. EMPHASIZED NEED FOR ECONOMY AND SOUGHT TO REDUCE
STATE WAS YET TO BE FULLY ESTABLISHED IN TERMS OF ITS CRITICAL CAPACITIES
THE LEVEL OF ADMINISTRATIVE COSTS WHICH WAS ALREADY
CONSIDERED UNBEARABLE/UNSUSTAINABLE IN MANY
3. ANTI-STATE IDEOLOGY UNDERPINNED BY THE PHILOSOPHY OF ROLLING BACK THE
INDUSTRIALIZED AND DEVELOPING COUNTRIES RESPECTIVELY
STATE HAS LED TO SERIOUS DECLINE IN BASIC SOCIAL SERVICES, THE
3. HIGHLIGHTED A ROLE FOR CIVIL SOCIETY IN THE BROAD
DISINTEGRATION OF SOCIAL SAFETY NETS ASSOCIATED WITH THE FUNDAMENTAL
SCHEME OF GOVERNANCE
RIGHTS OF DEMOCRATIC CITIZENSHIP

4. PUSHED FOR DECENTRALIZATION AND DEVOLUTION OF

POWER AGAINST THE TENDENCY OF CONTROL AND COMMAND

FIDELITO & NELIA ADAL

 NEW PUBLIC MANAGEMENT

PRINCIPLES

1. CATALYTIC GOVERNMENT: STEERING RATHER THAN ROWING 6. CUSTOMER-DRIVEN GOVERNMENT: MEETING THE NEEDS OF THE CUSTOMER NOT
THEIR BUREAUCRACY
2. COMMUNITY-OWNED GOVERNMENT: EMPOWERING RATHER
THAN SERVING 7. ENTERPRISING GOVERNMENT RATHER THAN SPENDING

3. COMPETITIVE GOVERNMENT: INJECTING COMPETITION INTO 8. ANTICIPATORY GOVERNMENT: PREVENTION RATHER THAN CURE
SERVICE DELIVERY
9. DECENTRALIZED GOVERNMENT: FROM HIERARCHY TO PARTICIPATION AND
4. MISSION-DRIVEN GOVERNMENT: TRANSFORMING RULE- TEAMWORK
DRIVEN ORGANIZATIONS

10. MARKET-ORIENTED GOVERNMENT: LEVERAGING CHANGE THROUGH THE MARKET

5. RESULTS-ORIENTED GOVERNMENT: FUNDING OUTCOMES, (OSBORNE AND GAEBLER 1992: 35-282)16
NOT INPUTS

FIDELITO & NELIA ADAL

NEW PUBLIC MANAGEMENT

GOAL

• IMPROVE EFFICIENCY AND EFFECTIVENESS IN

PUBLIC SECTOR ORGANIZATION,

•IMPROVE RESPONSIVENESS TO STAKEHOLDERS,

•IMPROVE QUALITY OF PUBLIC SERVICES

•IMPROVE ACCOUNTABILITY AND PERFORMANCE

FIDELITO & NELIA ADAL

REENGINEERING / REINVENTING
GOVERNMENT

REENGINEERING, AS DEFINED, IS “THE FUNDAMENTAL RETHINKING

AND RADICAL REDESIGN OF BUSINESS PROCESSES TO ACHIEVE
DRAMATIC IMPROVEMENTS IN CRITICAL, CONTEMPORARY
MEASURES OF PERFORMANCE, SUCH AS COST, QUALITY, SERVICE
AND SPEED.” (HAMMER AND CHAMPY, 1993) AS CONCEIVED, IT
“MEANS TOSSING ASIDE OLD SYSTEMS AND STARTING OVER”, OF
“GOING BACK TO THE BEGINNING AND INVENTING A BETTER WAY
OF DOING WORK.” (HAMMER AND CHAMPY, 1993)

TASNEEM TABAO & AMEER FAH’D TABAO

REENGINEERING / REINVENTING
GOVERNMENT
POTENTIALS AND PROBLEMS
REENGINEERING OFFERS AN OPPORTUNITY REENGINEERING FUNDAMENTALS OF "BREAKING AWAY
FROM THE PAST" MAY BE A MAJOR OBSTACLE THAT PUBLIC
TO MAKE POLICYMAKERS TAKE ANOTHER
SECTOR ORGANIZATIONS MUST OVERCOME. FOR ONE, THE
FRESH LOOK AT THE LOGIC AND
CULTURE OF BUREAUCRACIES HAS BEEN SO INGRAINED
RATIONALE OF THESE RULES AND
THAT ANY EFFORT TO MODIFY IT MAY RECEIVE
SAFEGUARDS, OPENING POSSIBILITIES OF RESISTANCE NOT ONLY FROM DYED-IN-THE-WOOL
DISCARDING AND REWRITING THEM. THIS BUREAUCRATS, BUT POLITICIANS AND INTEREST GROUPS

IS SIGNIFICANT BECAUSE THROUGH THE AS WELL. THE INCREMENTAL NATURE OF GOVERNMENT

YEARS, MUCH ATTENTION HAS BEEN GIVEN
TO THE AGENDA OF REFORM OF PUBLIC
SECTOR ORGANIZATIONS AND THE WAY
THEY PERFORM.
POLICY MAKING MAY MILITATE AGAINST IT. IN
GOVERNMENT, ANY DEVIATION FROM THE STATUS QUO
WOULD ALWAYS BE CONSIDERED A THREAT, AND MAY, IN
SOME CASES, BE SEEN AS PART OF A HIDDEN AGENDA
THAT CAN BE POLITICAL IN NATURE.

TASNEEM TABAO & AMEER FAH’D TABAO

RENGINERING / REINVENTING
GOVERNMENT
OBVIOUSLY, REENGINEERING WOULD HAVE ITS
STRENGTHS AND WEAKNESSES, AND MUCH CAN BE
LEARNED FROM THE EXPERIENCES OF THE MORE
SUCCESSFUL CASES. IT IS, AT BEST, AN APPROACH
THAT WOULD NEED STUDY AND MUCH
EXPERIMENTING. BUT SIDE BY SIDE WITH THIS LIES
THE IMPORTANT CONSIDERATION THAT PUBLIC
MANAGERS AND POLICY MAKERS MUST ADAPT
TECHNIQUES TO THE IDIOSYNCRATIC NEEDS AND
PECULIARITIES OF THEIR ORGANIZATIONS.

REFERENCE: REYES, DR 1998. “PUBLIC SECTOR

REENGINEERING: PRACTICE, PROSPECTS AND PROBLEMS”,
PHILIPPINE JOURNAL OF PUBLIC ADMINISTRATION, 42(3-4), TASNEEM TABAO &
PP. 184-202.
AMEER FAH’D TABAO
 GOOD GOVERNANCE
WHAT IS GOOD GOVERNANCE?

GOOD GOVERNANCE SETS THE NORMATIVE STANDARDS OF

DEVELOPMENT.

IT IS A HALLMARK OF POLITICAL MATURITY

A REQUISITE FOR GROWTH AND POVERTY REDUCTION

KRISTINE VICENTE
 GOOD GOVERNANCE
CHARACTERISTICS OF GOOD GOVERNANCE?

KRISTINE VICENTE
 SGLG AWARDEE

KRISTINE VICENTE
 PUBLIC
ADMINISTRATION
PART I
INTRODUCTION

GROUP 1