PUBLIC

VALUE SYSTEMS
 PUBLIC VALUE SYSTEMS
 Public Value is a theory for public management advanced by
Professor Mark Moore of the Harvard Kennedy School of
Government. In 1995, Professor Mark Moore's seminal book on
'Public Value' (Moore, 1995) was published. Over the previous two
decades, staff and students at Harvard's Kennedy School of
Government, where Moore taught, engaged in conversations about
how to produce excellence in public management. Moore's resultant
book describes a 'Public Value' theory and framework to guide and
underpin a new paradigm of public management called Networked
Governance.
 It provides a new paradigm for public management; empowering
public managers to greater engagement with, and focus on, citizens
and consumers in an ongoing deliberative process to negotiate and
shape public preferences for what is valuable and what they should
produce.
PUBLIC VALUE SYSTEMS
Public Value theory is increasingly being adopted in the
west but has not been universally accepted and the
development of measurement criteria is ongoing. There is
continuing academic debate about the need for its
adaptation outside of the western world. Since the
publication of Moore's book, there has been a
proliferation of writing on the subject of 'Public Value' by
politicians, public servants, public sector managers,
academics and consultants. Many public sector
organizations have adopted Public Value theory
wholesale, or individual elements of it.
 PUBLIC VALUE SYSTEMS
Public value refers to the value created by the
government through laws, regulations, services and
any other action. In a democratic society, this value is
defined by the public themselves. Value is determined
by citizens preferences expressed in a variety of ways
and thus it provides a rough yard stick against which
to gauge the public institutions and government
policies.
PUBLIC VALUE SYSTEMS
Public value refers to the value created by the
government through laws, regulations, services and
any other action. In a democratic society, this value is
defined by the public themselves. Value is
determined by citizens preferences expressed in a
variety of ways and thus it provides a rough yard
stick against which to gauge the public institutions
and government policies.
CONSTITUTIONAL
PRINCIPLES
THE 1987 CONSTITUTION OF THE REPUBLIC OF THE
PHILIPPINES – ARTICLE II

ARTICLE II
DECLARATION OF PRINCIPLES AND STATE POLICIES
PRINCIPLES
Section 1. The Philippines is a democratic and republican State.
Sovereignty resides in the people and all government authority
emanates from them.
Section 2. The Philippines renounces war as an instrument of
national policy, adopts the generally accepted principles of
international law as part of the law of the land and adheres to
the policy of peace, equality, justice, freedom, cooperation, and
amity with all nations.
Section 3. Civilian authority is, at all times, supreme over the
military. The Armed Forces of the Philippines is the protector of
the people and the State. Its goal is to secure the sovereignty of
the State and the integrity of the national territory.
Section 4. The prime duty of the Government is to serve
and protect the people. The Government may call upon
the people to defend the State and, in the fulfilment
thereof, all citizens may be required, under conditions
provided by law, to render personal, military or civil
service.
Section 5. The maintenance of peace and order, the
protection of life, liberty, and property, and promotion of
the general welfare are essential for the enjoyment by all
the people of the blessings of democracy.
Section 6. The separation of Church and State shall be
inviolable.
ADMINISTRATIVE
LAW
 Administrative law is a mechanism designed to
control and correct administrative government. Political
checks exercised in legislatures and executive offices are
another such mechanism. Administrative law, however,
not only limits the authority of bureaucratic government
but also gives legitimacy and authority to state actions.
The description of administrative law begins with a
sketch of the legal process in general. It proceeds to
show how administrative law differs from other
branches of law and offers a brief history of
administrative law in the twentieth and early twenty-
first centuries.
 PURPOSE
 The main goal of administrative law is to protect the interests of the
public as it interacts with government. As citizens, we interact with the
government often. If we join a union at our place of employment, we're
exercising one of our rights under our government. If we lose our jobs and apply
for food stamps or get old and apply for Social Security, we're depending upon
our government and its fair and just operation. To whom will we turn to ensure
that we get this? We'll seek the help of administrative law.
 The Administrative Procedure Act (APA), was passed in 1946 and outlines
how all those federal government administrative agencies may set things up so
that their goals are met. In other words, it specifies how an agency can create
and enforce the rules and regulations it needs to get done what it wants to get
done. Its goal is to keep the agencies and their work transparent to the public
and let the public participate in the rule-making process. It also includes a
judicial review process of the administrative decisions.
 FUNCTIONS
Administrative law oversees the internal
operations of the government agencies and also
stipulates how they go about their main
functions, which are rule-making and
enforcement of the rules they make, or
adjudication. Because the agencies have power,
administrative law is there to make sure they do
not abuse this power.
 ADMINISTRATIVE BODIES
An administrative body is a government organ that is
neither a court nor a legislative body (Senate, etc.) which
affects the rights of parties either through its rule-making
or quasi-judicial powers. They created either by the
Constitution, law or by authority of law. Even though an
administrative agency conducts hearings and settles
controversies, its function is primarily regulatory since
these hearings are part of its regulatory duty. The rule-
making power is administrative if it sets down the details
for the enforcement of law and doesn't have the
discretion to determine what the law says.
 Types of Administrative Bodies:
 1.) Those set up to make the government a private party
(ex. the GOCCs)
 2.) Those set up for situations where the government offers grants or special
privileges (ex. Bureau of Lands)
 3.) Those where police power is needed to regulate private businesses and
persons (ex. SEC)
 4.) Those set up to adjust individual controversies because of strong social
policies
 3.) Those set up to perform some business service to the public (ex. COWD)
 6.) Those set up to regulate business that affect public interest
 7.) Those set up to carry out actual government business (ex. BIR)
ECONOMIC
PRINCIPLES
Economics is a critical part of our life. Almost everything we
do is in one way or the other connected to it. Whether we go
to work in the morning, buy something to eat for lunch, or
simply sit at home and watch TV in the evening, there is
always a multitude of economic principles at play.
Thus, being familiar with the most fundamental of those
principles can be extremely helpful. Not only will it help you
to understand what is going on in the world around but it
will also enable you to take well-informed and better
decisions which is vitally important in all parts of life.
With this in mind we have created an info graphic that
illustrates and explains the 10 most relevant principles of
economics you should know:
1) Microeconomics vs. Macroeconomics
 Macroeconomics is the study of the economy as a whole. It provides a
broad perspective. Microeconomics on the other hand is the study of
small economic units. It looks at the economy from a close perspective.
2) Trade-offs and Opportunity Costs
 People constantly face trade-offs. They can never get everything they
want due to scarce resources. Hence, they face opportunity costs, which
describe the value of the next best alternative that has to be given up in
order to get something.
3) Comparative Advantage
 If two economic actors are not equally good at producing two goods,
they can both profit from trade. Even if one of them is better at
producing both goods. This is possible, because they can minimize their
opportunity costs through specialization and trade.
4) Diminishing Marginal Utility
 In most cases, the satisfaction an individual gets from consuming a certain
good or service decreases as its supply increases. This allows to better
predict the quantities consumers’ demand of specific goods or services.
5) The Law of Supply and Demand
 The price of a good or service is determined by its supply and demand.
Whenever supply increases, the price will fall (with all else being equal)
and vice versa. Analogously, whenever demand increases, the price of a
good or service will increase as well.
6) Economic Growth and GDP
 Economic growth is necessary to satisfy people’s desire for an ever
increasing standard of living, to redistribute wealth, and to advance new
technologies. It is measured by GDP, the total value of all final goods and
services produced within an economy over a set period of time.
7) Inflation and Deflation
Most economies experience a moderate level of
inflation. That means there is an increase in the
overall price level, which is equal to a decrease in
purchasing power of money.
8) Interest and Interest Rates
Whenever a bank loans money to someone it will
expect to receive interest in return. This way it can be
compensated for the risk of not getting the money
back. Interest rates define how much economic
actors have to pay to get a loan.
9) Fiscal Policy
The government can influence the economy by
adjusting its spending and tax rates. It is often used by
governments to smoothen economic fluctuations (i.e.
booms and busts).
10) Business Cycles
Economies generally experience alternating periods of
expansion and contraction in economic activity. A
business cycle starts with a boom, followed by a
recession. Once the trough is reached, the economy
recovers and expands again until it reaches its next
peak.
POLITICAL
PRINCIPLE
The purpose of our organization is the creation of a free society
organized along the following principles:
Democracy — A free society depends on a free media and
organizes civic, social, and economic life using the principles of
participatory democracy arising from direct action and public
accountability. Those affected by a decision have an
opportunity to participate in that decision.
Equality — All people are welcomed as part of a free society.
All people are equal and all labor is valued equally.
Diversity — All people in a free society are different, and
space for their difference is paramount to their equality.
Security — Every human in a free society has secure access to
meet their basic needs of food, shelter, health care,
information, education, and transportation.
Creativity — A free society values culture, art, and leisure as
fundamental needs. Every person has the right to their own
culture and to practice creative expression.
Self-Determination — A free society is decentralized and all
localities are autonomous and self-determined so long as they
do not infringe upon the other basic principles of a free society.
Interdependence — Communities in a free society are
dependent on one another through mutual aid and exchange.
 Justice — All people have the right to be free from coercion, threat,
and violence. A justice system should reside in the community it affects,
seek resolution rather than revenge, and should work towards abolition
of authoritarian prisons and jails.
 Peace — A free society uses conflict as an opportunity to learn from
divergent views, opinions and experiences, with the goal of crafting
agreements and taking actions that affirm the humanity and basic
rights of all parties.
 Ecology — Humans live in balance with, and are part of, the natural
world. A free society recognizes the right to clean water, clean air and
food free of industrial toxins and genetic engineering.
 Economy — In a free society the means of production should be placed
in the hands of the people, empowering communities to organize
meaningful employment, and provide a responsible and sustainable
standard of living which tries to meet the needs of all people.
SOCIAL AND PUBLIC
MANAGEMENT
PRINCIPLES
5 Principles of Great Management

According to Steve Jobs, “Simple can be harder

than complex: You have to work hard to get your
thinking clean to make it simple.” By
understanding and learning to apply these
universal principles, you are more likely to excel
as a manager in any organization.
Principle No. 1: The Functions of Management

At the most fundamental level, management is a discipline

that consists of a set of five general functions: planning,
organizing, staffing, leading and controlling. These five
functions are part of a body of practices and theories on
how to be a successful manager.
Understanding the functions will help managers focus
efforts on activities that gain results. Summarizing the five
functions of great management (ICPM Management
Content):
1. Planning: When you think of planning in a management role, think about
it as the process of choosing appropriate goals and actions to pursue and
then determining what strategies to use, what actions to take, and deciding
what resources are needed to achieve the goals.
2. Organizing: This process of establishing worker relationships allows
workers to work together to achieve their organizational goals.
3. Leading: This function involves articulating a vision, energizing employees,
inspiring and motivating people using vision, influence, persuasion, and
effective communication skills.
4. Staffing: Recruiting and selecting employees for positions within the
company (within teams and departments).
5. Controlling: Evaluate how well you are achieving your goals, improving
performance, taking actions. Put processes in place to help you establish
standards, so you can measure, compare, and make decisions.
 Principle No. 2: The Types and Roles of Managers within the Organization

Organizational structure is important in driving the business

forward and every organization has a structure. No matter the
organizationally specific title, organizations contain front-line,
middle, and top managers. Above the top management team are
a CEO and a board of director levels. To see this structure even
more clearly, visualize a pyramid model. The more you move
toward the top of the pyramid, the fewer managers you have. All
of these management roles have specific tasks and duties.
According to Jones and George, “A managerial role is the set of
specific tasks that a manager is expected to perform because of
the position he or she holds in an organization.” These skills can be
gained with a degree in organizational management.
All great managers play important roles in this model. One
important thing to remember is from Henry Mintzberg, a
management scholar who researched and reduced thousands
of tasks performed by managers to 10 roles (ICPM). His model
points out that there are three main types of roles all
managers play; they are decisional, interpersonal, and
informational. In the decisional role, managers can perform in
an entrepreneurial manner, as a disturbance handler,
resource allocator or negotiator. In an interpersonal role,
managers may be figureheads, leaders, and liaisons. In the
informational role, they monitor, are disseminators or
spokespersons, and they share information.
 Principle No. 3: Effective Management of Organizational Resources

An essential component of operationalizing the

organization’s strategic plan is allocating resources where
they will make the most impact. In fact, Dr. Ray Powers
(2015), associate dean in the Forbes School of Business &
Technology, argues that it is the most important thing to
do.
“I define resources as people, time, money, and assets —
and of course the basic definition of a project is to have a
goal and a start and end date — for pretty much any
activity we do,” he explains.
Managers participate in operational planning and
budget planning processes and, in doing so,
actively determine what should be done, in what
order it is to be done, and determine what
resources are appropriate to be successful in
achieving the plan. Keep in mind that this is not a
personality contest. The strategic plan and its
specific objectives determine what is important
and what may not be as important.
 Principle No. 4: Understanding and Applying the
Four Dimensions of Emotional Intelligence (EQ) in
Maximizing Human Potential

Effective managers understand the context and

culture in leadership situations. What helps these
managers succeed? It is simple; they understand
EQ (the competencies in each dimension of
emotional intelligence).
Those four dimensions are: a high self-awareness,
social awareness, self-management, and good social
skills. All of these competencies are important, and
they lead to great connections with people. They lead
to stronger and more effective managerial
performance. EQ is a very important component for
excelling as a supervisor.
The job of the manager is to find a way to turn a
team member’s skill and talent into a higher level of
performance. This idea doesn’t suggest manipulation
at all. Instead, it is about maximizing human
potential, one team member at a time. It is as much
art as it is science.
  Principle No. 5: Know the Business
 A common axiom in management is that a qualified manager can
manage any business. This point is only partially true. It is true that
most managers are generalists rather than specialists; however, many
very successful managers began their careers in specialist roles. What
most successful managers bring to their work in leading crews,
departments, divisions, and companies is both a solid knowledge of the
business (they are very experienced) and a solid knowledge of the
principles of great management. Manager aspirants must first learn the
characteristics of the business by doing, working in the trenches, and
discovering how the various pieces of the organization work together to
become a universal whole, because very good managers discover what
is universal in the business and capitalize on it to advance the business
and improve performance.
 Principle No. 3: Effective Management of Organizational Resources

An essential component of operationalizing the

organization’s strategic plan is allocating resources where
they will make the most impact. In fact, Dr. Ray Powers
(2015), associate dean in the Forbes School of Business &
Technology, argues that it is the most important thing to
do.
“I define resources as people, time, money, and assets —
and of course the basic definition of a project is to have a
goal and a start and end date — for pretty much any
activity we do,” he explains.