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Public Ad Introduction
Public Ad Introduction
ADMINISTRATION
PART I
INTRODUCTION
GROUP 1
CLASSICAL PROPONENTS OF
PUBLIC ADMINISTRATION
In the late 20th and 21st centuries, the Woodrow Wilson aligned with this
Postmodern Public Administration Theory system, focusing on professionalization
emerged, acknowledging complexities within and merit-based promotions.
government entities in the context of
contemporary capitalism.
BUREAUCRATIC RIGIDITY
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
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
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
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
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
GOAL
KRISTINE VICENTE
GOOD GOVERNANCE
CHARACTERISTICS OF GOOD GOVERNANCE?
KRISTINE VICENTE
SGLG AWARDEE
KRISTINE VICENTE
PUBLIC
ADMINISTRATION
PART I
INTRODUCTION
GROUP 1