INTRODUCTION TO

PUBLIC SECTOR
MANAGEMENT
LECTURE 1
23-09-2020
 PUBLIC SECTOR
• THE PUBLIC SECTOR IS USUALLY COMPRISED OF
ORGANIZATIONS THAT ARE OWNED AND OPERATED BY THE
GOVERNMENT AND EXIST TO PROVIDE SERVICES FOR ITS
CITIZENS. SIMILAR TO THE VOLUNTARY SECTOR,
ORGANIZATIONS IN THE PUBLIC SECTOR DO NOT SEEK TO
GENERATE A PROFIT.
• FUNDING FOR PUBLIC SERVICES ARE USUALLY RAISED
THROUGH A VARIETY OF METHODS, INCLUDING TAXES,
FEES, AND THROUGH FINANCIAL TRANSFERS FROM OTHER
LEVELS OF GOVERNMENT (E.G. FROM A FEDERAL TO A
PROVINCIAL OR STATE GOVERNMENT).
 TYPES OF PUBLIC SECTOR
ORGANIZATIONS
 PUBLIC SECTOR ORGANIZATIONS USUALLY EXISTS AT 3 LEVELS;
1. FEDERAL OR NATIONAL
2. REGIONAL
3. LOCAL
 EXAMPLES OF ORGANIZATION IN PUBLIC SECTOR INCLUDES;
1. EDUCATION
2. ELECTRICITY
3. EMERGENCY SERVICES
4. FIRE SERVICES
5. GAS & OIL
6. HEALTH CARE
7. INFRASTRUCTURE
8. LAW ENFORCEMENT
9. POLICE SERVICES
10.PUBLIC TRANSIT
11.WASTE MANAGEMENT
Different Organizations Under Federal Government Of
Pakistan
 PUBLIC MANAGEMENT

• PUBLIC MANAGEMENT INVOLVES CONDUCTING MANAGERIAL

ACTIVITIES IN PUBLIC ORGANIZATIONS. PUBLIC MANAGERS CARRY
OUT THE MANAGERIAL OPERATIONS OF PUBLIC ORGANIZATIONS.
IN PRACTICE, PUBLIC MANAGEMENT IS MEANT TO IMPROVE THE
QUALITY AND EFFICIENCY OF SERVICES DELIVERED BY PUBLIC
ORGANIZATIONS. MANAGERS INTERPRET PUBLIC POLICY TO
IMPLEMENT PUBLIC SERVICES IN WAYS THAT ARE EXPECTED TO
ACHIEVE THE MOST DESIRABLE OUTCOMES FOR THE INTERESTS
THEY SERVE.
• PUBLIC MANAGERS CAN OPERATE IN 2 DIFFERENT AREAS; THE
INTERNAL & EXTERNAL MANAGEMENT OF PUBLIC ORGANIZATIONS:
• INTERNALLY, PUBLIC MANAGERS MUST UNDERSTAND HOW TO
MANAGE RISK AND CHANGE WITHIN THEIR RESPECTIVE
ORGANIZATIONS. THIS DEMANDS THAT THEY STAY INFORMED OF
SOCIETAL CONDITIONS THAT MAY IMPACT THEIR ORGANIZATIONS’
ABILITY TO FUNCTION OPTIMALLY. BY ACKNOWLEDGING THOSE RISKS,
MANAGERS CAN ACT ACCORDINGLY, TAKING PREEMPTIVE MEASURES
TO DIMINISH IDENTIFIED RISKS AND PREPARE THEIR STAFF TO ADAPT
TO THE INSTABILITY THOSE ADVERSE CONDITIONS MAY HAVE ON THE
ORGANIZATION. E.G HOW TO INTERNALIZED 5G SPECTRUM.
• EXTERNALLY, PUBLIC MANAGEMENT ENTAILS LEADING EFFORTS TO
COLLABORATE WITH PRIVATE GROUPS TO SUPPORT THE ADOPTION OF
PUBLIC POLICY. IN THIS CAPACITY, PUBLIC MANAGERS WORK WITH
PRIVATE CITIZENS AND OTHER PUBLIC ORGANIZATIONS TO KEEP PUBLIC
PROGRAMS RUNNING SMOOTHLY. TO DO THIS, MANAGERS PERFORM
TASKS SUCH AS COORDINATING PUBLIC HUMAN RESOURCES TO ASSIST
WITH SPECIFIC PROJECTS, OR HELPING CERTAIN COMMUNITIES SECURE
THE NECESSARY FINANCING TO IMPLEMENT PUBLIC PROGRAMS. E.G:
FRAMER’S ORGANIZATION,
THEORIES OF PUBLIC
MANAGEMENT
 MANAGEMENT THEORY
• MANAGEMENT THEORY MAY HAVE ELEMENTS OF
PROBLEMS SOLVING, BUT IT IS ORDINARILY UNDERSTOOD
TO HAVE TO DO WITH THE STUDY AND DESCRIPTION OF
DIRECTING ONGOING ROUTING ACTIVITIES IN PURPOSEFUL
ORGANIZATIONS.
• IN MANAGEMENT THEORY, THE NPM DOCTRINES ARE THE
CONTEMPORARY “WINING ARGUMENTS” CONCERNING
HOW TO MANAGE GOVERNMENT AGENCIES.
• THESE WINING ARGUMENTS HAVE MORE TO DO WITH THE
RECEIVED WISDOM AND SHIFTING METAPHORS/IMMAGES
AND WITH THE PRESENTATION & PACKAGING THAN WITH
OBJECTIVE, SCIENTIFICALLY VERIFIABLE EVIDENCE. Daniel Katz

• PM IS TAKEN TO MEAN THE FORMAL & INFORMAL

PROCESSES OF GUIDING HUMAN INTERACTION TOWARD Frederick Winslow Taylor
PUBLIC ORGANIZATIONAL OBJECTIVES. THE UNITS OF
ANALYSIS ARE PROCESSES OF INTERACTION BETWEEN
MANAGERS & WORKERS AND THE EFFECTS OF Follett et al
MANAGEMENT BEHAVIOR ON WORKERS & WORK
OUTCOMES.
Henri Fayol 
• EXAMPLES OF MNGMNT THEORY: SCIENTIFIC THEORY
(FREDERICK: PRODUCTIVE WORK, STANDARDISATION ,
SCIENTIFIC SELECTION, PLACEMENT/TRAINING), Frederick Winslow Taylor.
ADMINISTRATIVE THEORY (HENRI FAYOL: 14 PRINCIPLES
IMPORTANT ARE; DIVISION OF LABOR,
AUTHORITY/RESPONSIBILITY, DISCIPLINE, UNITY OF
DIRECTION, FAIR REMUNERATION,
CENTRALIZATION/DECENTRALIZATION), BUREAUCRATIC
THEORY (MAX WEBER), HUMAN RELATIONS THEORY
(ELTON MAYO), SYSTEMS THEORY (LUDWIG VON
BERTALANFFY), X&Y THEORY(DOUGLAS MCGREGOR)
 SOCIAL EQUITY THEORY
• IN 1968, H. GEORGE FREDERICKSON ARTICULATED
"A THEORY OF SOCIAL EQUITY" AND PUT IT FORWARD AS
THE 'THIRD PILLAR' OF PUBLIC ADMINISTRATION.
• THESE THEORIES HAVE SOME EFFECTS ON PRACTICES AND
ARE COMMONLY FOUND IN CONTEMPORARY “GOOD PUBLIC
MANAGEMENT MODELS”.
• IT CAME ALONG AT A TIME OF HIGH CONCERNS FOR
FAIRNESS IN THE WORKPLACE, EQUAL EMPLOYMENT
OPPORTUNITIES, AFFIRMATIVE ACTIONS, AND COMPARABLE
WORTH.
 GROUP THEORY
• FOUNDER OF THIS THEORY IS FRENCH MATHEMATICIAN - EVARISTE GALOIS
• GROUP THEORY WOULD SUGGEST THAT THE COLLECTIVE, IN GENERAL,
ELECTS REPRESENTATIVES WHO MAKE POLICY DECISIONS THAT GIVE AN
EQUAL DISTRIBUTION OF SOCIAL OUTCOMES IN THE LONG RUN.
• THEORIES OF GROUPS ARE PRIMARILY THEORIES OF ORGANIZATION RATHER
THAN THEORIES OF MANAGEMENT, BUT GROUP THEORY HAS IMPORTANT
IMPLICATIONS FOR PUBLIC MANAGEMENT. MOST OF THESE IMPLICATIONS
HAVE TO DO WITH CONTRASTING APPROACHED TO MANAGERIAL CONTROL.
• EFFECTIVE MANAGEMENT IN THE CONTEXT OF GROUP THEORY NURTURES,
CULTIVATES AND SUPPORTS GROUP GOALS AND NORMS THAT ARE
COMPATIBLE WITH & SUPPORTIVE OF INSTITUTIONAL PURPOSES & MISSION.
• MOST ASPECTS OF GROUP THEORY IS NOW EMBEDDED IN PUBLIC
MANAGEMENT LITERATURE & MANY PUBLIC MANAGERS SEEK TO DEVELOP
THE KINDS OF GROUP GOALS, MOTIVATION & COMMITMENTS THAT SUPPORT
PUBLIC INSTITUTIONAL GOALS.
 ROLE THEORY
• ROLE THEORY HAS BEEN AROUND SINCE THE EARLY DAYS OF GREEK
PHILOSOPHERS, AS A SOCIOLOGICAL CONCEPT, IT HAS ONLY BEEN IN
EXISTENCE SINCE THE 1930'S. PROMINENT WORKS IN SOCIOLOGICAL
DISCOURSE ARE ACCREDITED TO GEORGE HERBERT MEAD, JACOB L.
MORENO, TALCOTT PARSONS AND RALPH LINTON.
• SOCIAL PSYCHOLOGISTS TEND TO DEFINE ALL HUMAN ORGANIZATIONS AS
ROLE SYSTEMS. IN OBSERVING ORGANIZATIONS IN ACTION, WHAT ARE
ACTUALLY ORGANIZED ARE THE ACTS OF INDIVIDUALS IN PARTICULAR
POSITIONS & OFFICES.
• IN ROLE THEORY, EACH OFFICE OR POSITION IS UNDERSTOOD TO BE
RELATIONAL; THAT IS EACH OFFICE IS DEFINED IN ITS RELATIONSHIP TO
OTHERS & TO THE ORGANIZATION AS A WHOLE, AND OFTEN TO THE
ORGANIZATION’S PURPOSES.
• PERSONS IN ROLES EXHIBIT ESSENTIAL PERSISTING FEATURES OF BEHAVIOR
I.E BEHAVIOR OF SCHOOL SUPERINTENDENTS, PRISON WARDEN OR DATA
ENTRY WORKERS.
• ROLE THEORISTS OBSERVE & MEASURE THE PERSISTING PATTERNS OF
BEHAVIOR OF PERSONS IN COMMON ROLES; THEY ESPECIALLY STUDY THE
RELATIONS BETWEEN PERSONS & PARTICULAR ROLES, BOTH INSIDE &
OUTSIDE THE ORGANIZATION.
 DECISION THEORY
• CHESTER BARNARD, A RETIRED TELEPHONE EXECUTIVE—AND
SUCH LATER THEORISTS AS JAMES MARCH, HERBERT SIMON,
AND HENRY MINTZBERG—LAID THE FOUNDATION OF DECISION
THEORY
• IN DECISION THEORY PERSPECTIVE, THE DECISION IS THE FOCAL
POINT OF UNDERSTANDING ADMINISTRATION. THINKING PRECEDES
DECIDING, AND DECIDING PRECEDES ACTION. (T-D-A)
• DECISION THEORETIC LOGIC IS BUILT ON ASSUMPTION OF
INSTRUMENTAL RATIONALITY INSOFAR AS IT IS POSSIBLE TO
CALCULATE THE RELATIONSHIP BETWEEN MEANS & ENDS.
• IN THEIR RULES, DECISION MAKERS WILL RATIONALLY SEEK
EFFICIENCY IN THE DIRECTION OF PREFERRED OBJECTIVES,
DETERMINED BY SOME MEASURE OF THE EXTENT TO WHICH
GOALS ARE BEING ACHIEVED. (HARMON AND MAYOR, 1986)
• ALTHOUGH MODIFIED OVER THE YEARS BY SATISFICING AND
BOUNDING RATIONALITY, DECISION THEORY NEVERTHELESS
UNDERSTANDS THE DECISION TO BE THE KEY UNIT OF ANALYSIS.
 ACTION THEORY
• ACTION THEORY IS THE THEORY OF SOCIAL ACTION PRESENTED BY THE
AMERICAN THEORIST TALCOTT PARSONS. PARSONS ESTABLISHED ACTION
THEORY TO INTEGRATE THE STUDY OF SOCIAL ORDER WITH THE STRUCTURAL
AND VOLUNTARISTIC ASPECTS OF MACRO AND MICRO FACTORS.
• THE EPISTEMOLOGICAL(RELATING TO THE THEORY OF KNOWLEDGE,
ESPECIALLY WITH REGARD TO ITS METHODS, VALIDITY, AND SCOPE, AND THE
DISTINCTION BETWEEN JUSTIFIED BELIEF AND OPINION) DISTINCTION
BETWEEN VALUES AND FACTS REFLECTS AN ARTIFICIAL RECONSTRUCTION OF
THE PROCESS BY WHICH THE SOCIAL WORLD IS CONSTITUTED.
• THE POSSIBLE EXISTENCE OF THE TRANSCENDENT/SUPERIOR MORAL GOODS
INHERES IN THE PROCESS BY WHICH SOCIAL LIFE IS CONSTRUED RATHER THAN
IN THE ENDS THAT ARE OSTENSIBLE/SUPPOSED INFORMED BY VALUES.
• IN ACTION THEORY PERSPECTIVE, ORGANIZATIONAL PURPOSE AND VALUES
CAN ONLY EMERGE FROM SOCIAL PROCESSES BASED ON INTERACTIVE
PATTERNS OF ACTION AND THE VALUES ATTACHED TO THEM.
• THE GOOD AND THE EXTENT TO WHICH THAT GOOD IS BEING
ORGANIZATIONALLY FURTHERED, IS A PROCESS OF CONSCIOUS
INTERPRETATION ON THE PART OF THOSE IN THE ORGANIZATION. IT IS ALSO A
PROCESS WHEREBY RESEARCHERS SEEKING TO UNDERSTAND
ADMINISTRATIVE BEHAVIOR & INTERPRET ACTIONS & THEIR MEANINGS.
 COMMUNICATION THEORY
• COMMUNICATION THEORY IS BASED ON MATHEMATICAL THEOREMS
DEVELOPED BY CLAUDE SHANNON, AN ENGINEER AND RESEARCHER AT BELL
LABORATORIES, IN 1948.
• MUCH OF WHAT IS UNDERSTAND TO BE PUBLIC MANAGEMENT DEPENDS UPON
EFFECTIVE COMMUNICATION. HOW INFORMATION SPREADS AND
INFLUENCES POLITICS AND POLICY MAKERS, THE NEWS MEDIA AND
CITIZENS. ... THE MEDIA ACTS AS BRIDGE BETWEEN GOVERNMENT AND PUBLIC.
• COMMUNICATION THEORY IS A MIX OF CYBERNETICS, LINGUISTICS & SOCIAL
PSYCHOLOGY. THE LANGUAGE OF COMMUNICATION THEORY RESEMBLES THE
LANGUAGE OF SYSTEMS: INPUTS, THROUGHPUTS, OUTPUTS, FEEDBACK LOOPS,
ENTROPY/ PREDICTABILITY, HOMEOSTASIS/ STABILITY.
• ALTHOUGH COMMUNICATION IS ALWAYS INDIVIDUAL OR SINGULAR,
COMMUNICATION THEORISTS TEND TO REGARD THE WORK GROUP OR THE
ORGANIZATION AS THEIR UNIT OF ANALYSIS AND IN DOING SO THEY
ANTHROPOMORPHIZE THE ORGANIZATION.
• ANTHROPOMORPHIC/HUMAN TRAITS-EMOTIONS THOUGHT PROMOTES
ORGANIZATIONAL MEMORY, CONSCIOUSNESS, CULTURE , WILL AND
ESPECIALLY LEARNING – ALL OF WHICH ARE BASED UPON COMMUNICATION.
• THIS LOGIC IS PARTICULAR HELPFUL IN BUILDING A MANAGEMENT THEORY OF
COMMUNICATION, NOW A CONSIDERABLE BODY OF KNOWLEDGE. (GARNETT
1992)
NEW PUBLIC MANAGEMENT (NPM)
• NEW PUBLIC MANAGEMENT IS A LABEL GIVEN TO A SERIES OF
REFORMS FROM THE 1980’S ONWARD, TO IMPROVE THE
EFFICIENCY & PERFORMANCE OF GOVERNMENTS & PUBLIC
SECTOR ORGANIZATIONS.
• NPM POINTS TO THE FAILURES AND INADEQUACIES OF PUBLIC
SECTOR PERFORMANCE OVERTIME, AND LOCATES THE
PROBLEM IN THE NATURE & PROCESSES OF PUBLIC SECTOR
ACTIVITY & PUBLIC ADMINISTRATION.
• NPM REFERS TO A CLUSTER OF CONTEMPORARY IDEAS &
PRACTICES THAT SEEK AT THEIR CORE TO USE PRIVATE SECTOR
& BUSINESS APPROACHES IN THE PUBLIC SECTOR.
• WHILE AS WE HAVE SEEN, THERE HAVE LONG BEEN CALLS TO…
“RUN GOVERNMENT LIKE A BUSINESS”
 NEW PUBLIC MANAGEMENT IS
COMPOSED OF FOLLOWING 5 IDEAS:
 Sector

Sector
Sector
POLITICAL SYSTEM (P.S)THEORY (DAVID
EASTON 1917 –2014, AMERICAN POLITICAL
SCIENTIST, UNIVERISTY OF CHICAGO)
CONSIST OF SOCIAL SYSTEM, ECONOMIC SYSTEM, BIOLOGICAL SETTING
(DISCOMFORT).
• DEMAND ARISING FROM ENVIRONMENT.
• SOCIAL SYSTEM
• IDENTIFIABLE AND INTERRELATED INSTITUTIONS AND ACTIVITIES IN
SOCIETY THAT MAKE DECISION TO BE COMPLY-WITH BY SOCIETY.
INPUT = DEMAND + SUPPORT + FEEDBACK->
POLITICAL SYSTEM = OUTPUT -> LAWS+ DECISION-FEEDBACK
OUTPUT OF P.S = LAWS, RULES, JUDICIAL DECISIONS,

CONSTRAINT: HIGHLY GENERAL AND ABSTRACT. POLICY

IS DEVELOPED IN BLOC CALLED POLITICAL SYSTEM.
• POLICY IS MADE IN RESPONSE TO SOME SORT OF PROBLEM
THAT REQUIRES ATTENTION.
• POLICY IS MADE ON THE “PUBLIC’S” BEHALF.
• POLICY IS ORIENTED TOWARDS A GOAL OR DESIRED STATE.
• POLICY IS ULTIMATELY MADE BY THE GOVERNMENTS.
• POLICY IS INTERPRETED AND IMPLEMENTED BY PUBLIC
AND PRIVATE ACTORS WHO HAVE DIFFERENT
INTERPRETATIONS OF PROBLEMS, SOLUTIONS AND THEIR
OWN MOTIVATIONS
PUBLIC POLICY MORPHOLOGY/OUTER
STRUCTURE
PUBLIC POLICY PROCESSES
RESEARCH ON THE FORMULATION AND IMPLEMENTATION OF PUBLIC POLICY
– ISSUE EMERGENCE AND POLICY AGENDAS, THE CULTURAL DEFINITION OF
POLICY PROBLEMS, POLICY FORMULATION, POLITICAL FEASIBILITY AND
POLICY IMPLEMENTATION.

COMPARATIVE PUBLIC POLICY

ANALYSIS TO THE SUBSTANCE OF DIFFERENT POLICY PROBLEMS – MOSTLY
CROSS-NATIONAL AND CROSS-REGIONAL. MOSTLY DESCRIPTIVE, RATHER
THAN THEORETICAL

PUBLIC POLICY ANALYSIS

LOGIC OF ANALYSIS AND MIX OF TECHNIQUES IN SUPPORT OF PUBLIC POLICY
DECISION MAKING. “RATIONAL” ANALYSIS CONTAINS A CENTRAL FOCUS ON
PROBLEM SPECIFICATION, GENERATION OF ALTERNATIVE POLICIES AND
ASSESSMENT OF POLICY IN SUPPORT PUBLIC POLICY DECISION MAKING.

PUBLIC POLICY RESEARCH

CONSISTS OF APPLIED SOCIAL SCIENCE RESEARCH AIMED AT DOCUMENTING
POLICY PROBLEMS AND EVALUATING INTERVENTIONS.
 TYPES OF PUBLIC POLICIES
1. CONSTITUENT POLICIES FOR GOVT. STRUCTURES, WITH THE ESTABLISHMENT OF RULES/
PROCEDURES FOR THE CONDUCT OF RULES

2. DISTRIBUTIVE USING PUBLIC FUNDS TO ASSIST PARTICULAR GROUPS/ COMMUNITIES/INDUSTRIES AND

THIS SEEK BENEFITS OF FUNDS (FLOOD CONTROL, HIGHWAYS).

3. REGULATORY IMPOSES RESTRICTION OR LIMITATIONS ON THE BEHAVIORS OF INDIVIDUALS OR GROUPS

(BANKS, BUSINESS REGULATIONS, POLLUTION CONTROLS, COMPETITIVE REGULATORY POLICES ETC).

4. REDISTRIBUTIVE DELIBERATE EFFORTS OF GOVT. TO SHIFT THE ALLOCATION OF WEALTH, INCOME,

PROPERTY OR RIGHTS AMONG BROAD CLASSES OR GROUPS OF THE POPULATION. TAX

5. MATERIAL PROVIDE TANGIBLE RESOURCES OR SUBSTANTIVE POWER TO THEIR BENEFICIARIES OR IMPOSE REAL
DISADVANTAGES ON THIS THAT ARE ADVERSELY AFFECTED. (MINIMUM WAGE, SUPPORT WHEAT PRICE ETC)

6. SYMBOLIC IN CONTRAST TO MATERIAL FOR ADVANTAGE/DISADVANTAGES TO PEOPLE, SYMBOLIC REFER

TO CHERISHED VALUE SUCH AS PATRIOTISM, SOCIAL JUSTICE, UN DO LOT OF THINGS

7. CAPITALIZATION PUBLIC POLICY THESE POLICIES ARE RELATED TO FINANCIAL SUBSIDIES GIVEN
­

BY THE CENTRE TO STATE AND LOCAL GOVERNMENTS AND CENTRAL AND STATE BUSINESS UNDERTAKINGS,
ETC

8. TECHNICAL PUBLIC POLICY IT RELATES TO THE POLICIES FRAMED FOR ARRANGEMENT OF

PROCEDURES, RULES AND FRAMEWORK WHICH A SYSTEM SHALL PROVIDE FOR DISCHARGE OF ACTION BY
VARIOUS AGENCIES ON THE FIELD(S&TI