PAPARAN MATA KULIAH

ADMINISTRASI PUBLIK KONTEMPORER

Dosen :
Dr. Agus Nugraha, MA

INSTITUT ILMU SOSIAL DAN MANAGEMEN STIAMI

1
JAKARTA, 2022
 INTRODUCTION
Name : Agus Nugraha
Addres : Jl. Bambu Kuning No. 96
Pondok Petir Sawangan Depok Jabar
Phone: 081311189659
Email : agus.nugraha@uinjkt.ac.id
Education : S-1, Adm. Negara FISIP UNPAD, 1992
S-2, Sains Politik UK Malaysia, 1998
S-3, FIA Universitas Brawijaya, 2014

2
 PRIMARY REFERENCE:

FREDERICKSON, H. GEORGE AND KEVIN B. SMITH. THE PUBLIC ADMINISTRATION

THEORY PRIMER. WESTVIEW PRESS, USA. 2002.
HODGKINSON, CHRISTOPHER. TOWARDS A PHILOSOPHY OF ADMINISTRATION,
OXFORD: BASIL BLACKWELL, 1978
KARTASASMITA, GINANDJAR. ADMINISTRASI PEMBANGUNAN: PERKEMBANGAN
PEMIKIRAN DAN PRAKTIKNYA DI INDONESIA. PUSTAKA LP3ES. JAKARTA
1997.
--------PUBLIC ADMINISTRATION FACING NEW DYNAMICS: CHALLENGES,
INNOVATION, SUSTAINABILITY AND EQUITY SOME THEORETICAL AND
PRACTICAL PERSPECTIVES, PRESENTED AT 28TH INTERNATIONAL CONGRESS
OF ADMINISTRATIVE SCIENCES OF INTERNATIONAL INSTITUTE OF SCIENCES
(IIAS) AND INTERNATIONAL ASSOCIATION OF SCHOOLS AND INSTITUTE OF
ADMINISTRATION (IASIA), BALI, 2010.
--------THE THEORY OF PUBLIC ADMINISTRATION 2010/2011: www.ginandjar.com
TUOMI, ILKKA. CORPORATE KNOWLEDGE. METAXIS, HENSINKI, 1999.
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 CONTENTS
1. INTRODUCTION
2. UNDERSTANDING PUB ADMINISTRATION
3. PUBLIC ADMINISTRATION AS A DEVELOPING
DISCIPLINE
4. NEW PARADIGMS IN PUBLIC ADMINISTRATION
5. ADMINISTRATION AND DEVELOPMENT
6. CURRENT ISSUES IN PUBLIC ADMINISTRATION
7. FROM DEVELOPMENT TO DEMOCRACY: Lesson from
Indonesia
8. CONCLUSION

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I. INTRODUCTION

5
INTERDICIPLINARY INTERFACE OF
ADMINISTRATION

LAW

SOCIOLOGY BUSINESS

ADMINISTRA
TION

POLITICS ECONOMICS

PHILOSOPHY

6
 II. UNDERSTANDING
PUB ADMINISTRATION

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 WHAT IS ADMINISTRATION?

 ADMINISTRATION IS A TYPE OF COOPERATIVE

HUMAN EFFORT THAT HAS A HIGH DEGREE OF
RATIONALITY.
 HUMAN ACTION IS COOPERATIVE IF IT HAS
EFFECTS THAT WOULD BE ABSENT IF THE
COOPERATION DID NOT TAKE PLACE.

(WALDO, 1955)

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FAMILY HAVE SOME
MONEY DECIDE TO BUY
LOTTERIES

RESULTS

WIN LOSE

RICHER OR POORER OR
BETTER LIFE WORSE LIFE

9
 FAMILY HAVE SOME DECIDE TO USE
MONEY
THE MONEY AS
CAPITAL TO
ESTABLISH A
WARUNG

RESULTS
WORKING
TOGETHER IN
THE OPERATION
OF WARUNG SUCCESFUL FAILURE

BETTER LIFE FIND WAYS TO

START AGAIN
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RATIONALITY → GOAL ATTAINMENT

THE SIGNIFICANCE OF HIGH DEGREE OF

RATIONALITY LIES IN THE FACT THAT HUMAN
COOPERATION VARIES IN EFFECTIVENESS OF GOAL
ATTAINMENT, WHETHER WE THINK IN TERMS OF
FORMAL GOALS, THE GOALS OF LEADERS, OR OF ALL
WHO COOPERATE

(WALDO, 1955)

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WHAT IS ADMINISTRATION?

THERE IS PURPOSE:
MOVING THE STONE
THERE IS COOPERATIVE
ACTION:
SEVERAL PERSONS USING
COMBINED STRENGTH TO
ACCOMPLISH SOMETHING THAT
COULD NOT HAVE BEEN DONE
WITHOUT SUCH A COMBINATION

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 WHAT IS ADMINISTRATION?

THE STUDY OF ADMINISTRATION IS CONCERNED WITH

QUESTIONS SUCH AS:
1. HOW THE METHOD WAS CHOOSEN,
2. HOW THE MEN MOVING THE STONE WERE SELECTED AND
INDUCED TO COOPERATE IN CARRYING OUT SUCH A TASK,
3. HOW THE TASK WAS DIVIDED BETWEEN THEM,
4. HOW EACH ONE LEARNED WHAT HIS PARTICULAR JOB WAS IN
THE TOTAL PATTERN,
5. HOW HE LEARNED TO PERFORM IT,
6. HOW HIS EFFORTS ARE COORDINATED WITH THE EFFORTS OF
THE OTHER
(SIMON, 1991)
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 CHARACTERISTICS OF
ADMINISTRATION

THE CHARACTERISTICS OF
ADMINISTRATION ARE BEST SUBSUMED
UNDER THE TWO TERMS:
ORGANIZATION AND MANAGEMENT

(WALDO, 1955)

ORGANIZATION AND MANAGEMENT ARE THE TWO FACES

OF THE SAME COIN.
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 CHARACTERISTICS OF ADMINISTRATION

 ORGANIZATION IS THE ANATOMY, MANAGEMENT

THE PHYSIOLOGY, OF ADMINISTRATION.
 ORGANIZATION IS THE STRUCTURE;
MANAGEMENT IS THE FUNCTIONING OF
ADMINISTRATION.
(WALDO, 1955)

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 ORGANIZATION
II
STRUCTURE HIERARCHY
Directorate General

Directorate/Bureau

Division

Section
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 MANAGEMENT
II
FUNCTION
MANAGER

PLANNING IMPLEMENTATION CONTROLLING

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 ORGANIZATION
 THE STRUCTURE OF AUTHORITATIVE
AND HABITUAL PERSONAL
INTERRELATIONS IN AN
ADMINISTRATIVE SYSTEM

(WALDO, 1955)

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 IN GENERAL, ORGANIZATIONAL
THEORY IS “GENERIC” IN THE SENSE
THAT IT DOES NOT MAKE
DISTINCTIONS BETWEEN PUBLIC AND
PRIVATE ORGANIZATIONS
(BOZEMAN, 1987)

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 ORGANIZATION IS A GROUP OF PEOPLE,
WORKING TOWARD OBJECTIVES, WHICH
DEVELOPS AND MAINTAINS RELATIVELY
STABLE AND PREDICTABLE BEHAVIOR
PATTERNS, EVEN THOUGH THE
INDIVIDUALS IN THE ORGANIZATION MAY
CHANGE

(TOSI, RIZZO, AND CARROLL, 1998)

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 ORGANIZATIONS MAY HAVE CULTURES
THAT PARTIALLY DEFINE HOW THEIR
MEMBERS CONCEPTUALIZE
ORGANIZATIONAL ACTIVITY AND THE
ENVIRONMENT

(MARCH, 1965)

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TYPES OF ORGANIZATION

1. STAFF ORGANIZATION
2. LINE ORGANIZATION
3. LINE AND STAFF ORGANIZATION

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 STAFF ORGANIZATION

MINISTER

ASSISTANT
MINISTER

DIRECTOR DIRECTOR SECRETARY INSPECTOR

GENERAL GENERAL GENERAL GENERAL

DIRECTOR DIRECTOR BUREAU INSPECTOR

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 LINE ORGANIZATION

SALES MANAGER

SALES PERSON SALES PERSON SALES PERSON

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 LINE AND STAFF ORGANIZATION

SALES MANAGER

MARKET FORECASTOR

TRAINING DIRECTOR REGION A SALES REGION B SALES REGION C SALES

MANAGER MANAGER MANAGER

SALES PEOPLE SALES PEOPLE SALES PEOPLE

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 MANAGEMENT
 GETTING THINGS DONE THROUGH THE EFFORTS OF
OTHER PEOPLE
(TAYLOR, 1912)

 ACTION INTENDED TO ACHIEVE RATIONAL

COOPERATION IN AN ADMINISTRATIVE SYSTEM
(WALDO, 1955)

 MANAGEMENT REFERS TO THE PROCESS OF

RUNNING AN ORGANIZATION AND THE USE OF
RESOURCES TO ACCOMPLISH ITS GOALS. THE TERM
ALSO REFERS TO THOSE INDIVIDUALS WHO ARE
FORMALLY AUTHORIZED TO RUN THE
ORGANIZATION
(LEMAY, 2002)

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 CLASSICAL MANAGEMENT FUNCTIONS :
 PLANNING
 ORGANIZING
 STAFFING
 DIRECTING
 COORDINATING
 REPORTING
 BUDGETING
(LUTHER GULICK AND LYNDALL URWICK, 1932)

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 A BRIEF CHRONOLOGY OF MANAGEMENT THOUGHT

APPROACH DATE SELECTED FEATURES

CLASSICAL 1900 ORGANIZATIONS PERCEIVED AS CLOSED SYSTEMS;
STRESS ON EFFICIENCY, CONTROL AND THE
BUREAUCRATIC FORM
BEHAVIORAL/ 1930 EMPHASIS ON PEOPLE RATHER THAN MACHINES;
HUMAN CLOSE ATTENTION TO FACTORS SUCH AS GROUP
RELATIONS DYNAMICS, COMMUNICATION, MOTIVATION,
LEADERSHIP AND PARTICIPATION
QUANTITATIVE 1940 PROVISION OF QUANTITATIVE TOOLS TO SUPPORT
MANAGERIAL DECISION-MAKING; FOUND IN
MANAGEMENT SCIENCE, OPERATIONAL
MANAGEMENT AND MANAGEMENT INFORMATION
SYSTEMS

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APPROACH DATE SELECTED FEATURES
OPEN SYSTEM/ 1965 ORGANIZATIONS SEEN AS SYSTEMS OF INTERRELATED
CONTIGENCY PARTS WHICH RELATE TO THE ENVIRONMENT; EMPHASIS
ON 'FITTING' ORGANIZATIONAL STRUCTURE TO THE
SPECIFIC ENVIRONMENT OF THE ORGANIZATION
POWER/ POLITICS 1965 ORGANIZATIONAL DECISION-MAKING IS NOT GUIDED BY
TECHNICAL RATIONALITY BUT IS DETERMINED BY
POLITICAL PROCESSES; A DOMINANT COALITION WILL BE
THE MAJOR LOCUS OF ORGANIZATIONAL POWER
QUALITY 1955 STRONGLY PURSUED IN JAPANESE POSTWAR INDUSTRIAL
MOVEMENTS DEVELOPMENT AND MUCH LATER ADOPTED ELSEWHERE;
CONTINUOUS IMPROVEMENT BY WORKING TOGETHER AND
CLIENT FOCUS; TYPIFIED IN TOTAL QUALITY MANAGEMENT,
BENCHMARKING, QUALITY CIRCLES AND ISO 9000
MANAGERIALISM 1980 ADOPTION BY THE PUBLIC SECTOR OF PRIVATE SECTOR
MANAGEMENT PRACTICES; APPLICATION OF PUBLIC CHOICE
THEORY AND NEO-CLASSICAL ECONOMICS TO PUBLIC
SECTOR MANAGEMENT

(TURNER AND HULME, 1997)

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 LEADERSHIP
 ALTHOUGH THE SERIOUS STUDY OF LEADERSHIP IS
ONLY ABOUT 100 YEARS OLD, INTEREST IN
LEADERS AND LEADERSHIP DATES BACK
THOUSANDS OF YEARS.
 IN ADDITION TO THE ENORMOUS POWER THAT
LEADERS HAVE HAD OVER THEIR PEOPLE-LITERALLY
LIFE AND DEATH-LEADERS OFTEN ATTAINED
GODLIKE STATUS THEMSELVES.

(MONTGOMERY VAN WARTS, 2008)

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 TYPES OF WORK
EXECUTION POLICY NEW IDEAS
EMPLOYEES MANAGERS EXECUTIVES WITH TRANSFORMATION
POLICY LEADERS
RESPONSIBILITIES
TYPES OF FOLLOWERS

CONSTITUENTS COMMUNITY LEGISLATORS AND LOBBYISTS AND

LEADERS OF ADVISORY BOARD POLICY
VOLUNTEER MEMBERS ENTREPRENEURS
GROUPS

ADHERENTS SMALL GROUP LEADERS OF SOCIAL PHILOSOPHICAL

LEADERS MOVEMENTS ZEALOTS AND
SOCIAL TREND
SETTERS

-ibid-
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 SOME DEFINITION OF LEADERSHIP
IN AN ADMINISTRATIVE CONTEXT

 ADMINISTRATIVE LEADERSHIP IS THE

PROCESS OF PROVIDING THE RESULTS
REQUIRED BY AUTHORIZED SYSTEMS IN AN
EFFICIENT, EFFECTIVE, AND LEGAL MANNER.

-ibid-

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 ADMINISTRATIVE LEADERSHIP IS THE
PROCESS OF DEVELOPING/SUPPORTING
FOLLOWERS WHO PROVIDE THE RESULTS.

-ibid-

33
 THE KEY ELEMENT TO ADMINISTRATIVE
LEADERSHIP IS ITS SERVICE FOCUS.
-ibid-

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 LEADERSHIP IS A COMPOSITE OF
PROVIDING TECHNICAL PERFORMANCE,
INTERNAL DIRECTION TO FOLLOWERS, AND
EXTERNAL ORGANIZATIONAL DIRECTION-
ALL WITH A PUBLIC SERVICE ORIENTATION.

-ibid-

35
LEADER CHARACTERISTIC
TRAITS
1. SELF CONFIDENCE
2. DECESIVENESS
3. RESILIENCE
4. ENERGY
5. NEED FOR ACHIEVEMENT
6. WILLINGNESS TO ASSUME RESPONSIBILITY
7. FLEXIBILITY
8. SERVICE MOTIVATION
9. PERSONAL INTEGRITY
10. EMOTIONAL MATURITY
-ibid-
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SKILLS
1. COMMUNICATION
2. SOCIAL SKILLS
3. INFLUENCE AND NEGOTIATION SKILLS
4. ANALYTIC SKILLS
5. TECHNICAL SKILLS
6. CONTINUAL LEARNING
-ibid-

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LEADER STYLE
1. LAISSEZ – FAIRE
2. DIRECTIVE
3. SUPPORTIVE
4. PARTICIPATE
5. DELEGATIVE
6. ACHIEVEMENT – ORIENTED
7. INSPIRATIONAL
8. EXTERNAL
9. COMBINED
-ibid-

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 ADMINISTRATION?

INTERMEDIATE ULTIMATE

MEN
ORGANIZATION
GOAL GOAL GOAL GOALS
MANAGEMENT
MATHERIAL

39
 WHAT IS PUBLIC?

 THE CLASSIC MEANING OF PUBLIC DERIVES FROM

THE GREEK WORD PUBES, OR "MATURITY," WHICH
IN THE GREEK SENSE MEANS IN THE BOTH
PHYSICAL AND EMOTIONAL OR INTELLECTUAL
MATURITY.
 IT EMPHASIZES MOVING FROM THE SELFISH
CONCERNS OR PERSONAL SELF-INTEREST TO
SEEING BEYOND ONE'S SELF TO UNDERSTAND THE
INTEREST OF OTHERS.

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 WHAT IS PUBLIC?

 IT IMPLIES AN ABILITY TO UNDERSTAND THE

CONSEQUENCES OF ONE'S INDIVIDUAL
ACTIONS ON OTHER PEOPLE.

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THE MEANING OF PUBLIC
PUBLIC vs PRIVATE
 THE GOVERNMENTAL OBLIGATION TO PROMOTE THE
PUBLIC INTEREST DISTINGUISHES PUBLIC
ADMINISTRATION FROM PRIVATE MANAGEMENT. IN A
MORAL AND BASIC SENSE, IT MUST SERVE “A HIGHER
PURPOSE”.
 PRIVATE FIRMS ARE THOUGHT TO BEST SERVE THE
GENERAL INTEREST BY VIGOROUSLY PURSUING THEIR
OWN ECONOMIC INTEREST. THEIR TASK IS TO BE HIGHLY
EFFICIENT AND COMPETITIVE IN THE MARKETPLACE. NOT
ONLY IS PROFIT THE BOTTOM LINE, THE PROFIT MOTIVE
IS VIEWED AS A POSITIVE SOCIAL AND ECONOMIC GOOD.

(ROSENBLOOM, 2005)

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 DISTINCTIONS OF PUBLIC AND PRIVATE
ADIMINSTRATION

PUBLIC ADMINISTRATION PRIVATE ADMINISTRATION

1. SERVICE DELIVERY 1. PROFIT MOTIVATION

2. POLITICAL PROCESS 2. BUSINESS ACTIVITIES
3. LEGALISTIC APPROACH 3. PROFIT APPROACH
4. HIERARCHY 4. EGALITER
5. NO COMPETITION 5. FREE COMPETITION
6. SOCIAL WELFARE GOALS 6. INDIVIDUL WELFARE
TARGETS

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PUBLIC GOODS

 THE REMOTENESS OF MARKET FORCES FROM PUBLIC

ADMINISTRATION ENABLES THE GOVERNMENT TO
PROVIDE SERVICES AND PRODUCTS THAT COULD NOT
PROFITABLY BE OFFERED BY PRIVATE FIRMS.
 SOME OF THESE SERVICES AND PRODUCTS ARE
REFFERED TO AS PUBLIC GOODS OR QUASI-PUBLIC
GOODS.

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PUBLIC GOODS

WHEN UNIVERSAL ACCESS TO A GOOD, SUCH AS

ENVIRONMENT, HEALTH CARE OR EDUCATION,
SECURITY OR SAFETY BECOMES VIEWED AS AN
ESSENTIAL INGREDIENT OF THE KIND OF SOCIETY
THE POLITICAL SYSTEM WANTS TO FOSTER, IT IS
LIKELY TO BE CONSIDERED A PUBLIC GOOD.
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PUBLIC GOODS

BROADLY SPEAKING, THESE ARE GOODS, THAT

INDIVIDUALS CANNOT BE EXCLUDED FROM ENJOYING, THAT
ARE NOT EXHAUSTED OR SIGNIFICANTLY DIMINISHED AS
MORE INDIVIDUALS USE THEM, AND FOR WHICH
INDIVIDUALS DO NOT COMPETE.

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 Tipe barang atau jasa
• Pure public goods
– Non-rivalry in consumption
– Non-exclusive
– Low excludability
– Low competitive
• Quasi public goods
• Quasi private goods
• Pure private goods
– Rivalry in consumption
– Exclusive
– Excludability
– High competitive
 Urgensi Administrasi Publik
• Urgensi Administrasi Publik

Michele Morciano, 2002

Urgensi Adm. Publik bagi Swasta
.

Michele Morciano, 2002

 ADMINISTRATION

OCCUPATION/ ACADEMIC FIELD

PROFESSION

TEACHING RESEARCH

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 THE ESSENCE OF
PUBLIC AND BUSINESS ADMINISTRATION

COOPERATIVE HUMAN SOCIETY (SOCIETAL

ACTION INSTITUTIONS)

ADMINISTRATION PUBLIC PRIVATE

PUBLIC ADMINISTRATION BUSINESS ADMINISTRATION

ORGANIZATION MANAGEMENT
(STRUCTURE) (FUNCTION)

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 DEFINITIONS OF PUBLIC ADMINISTRATION

 THE ORGANIZATION AND MANAGEMENT OF MEN

AND MATERIALS TO ACHIEVE THE PURPOSES OF
GOVERNMENT
 THE ART AND SCIENCE OF MANAGEMENT AS
APPLIED TO AFFAIRS OF STATE
(WALDO, 1955)

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 MAIN CONCERNS OF PUBLIC
ADMINISTRATION
1. ORGANIZATIONAL BEHAVIOR AND THE BEHAVIOR
OF PEOPLE IN PUBLIC ORGANIZATIONS;
2. THE TECHNOLOGY OF MANAGEMENT AND THE
INSTITUTIONS OF POLICY IMPLEMENTATION;
3. THE PUBLIC INTEREST AS IT RELATES TO
INDIVIDUAL ETHICAL CHOICE AND PUBLIC AFFAIRS.
(BAILEY, 1968)

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 CONSTITUTION

LEGISLATURE EXECUTIVE/ JUDICIARY

GOVERNMENT

PEOPLE
ELECTED
=

CITIZEN
(DIRECTLY OR INDIRECTLY)
=

PUBLIC PUBLIC
ADMINISTRATION

BUREAUCRACY BUREAUCRACY CENTRAL

BUREAUCRACY LOCAL

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 APPROACHES TO PUBLIC ADMINISTRATION

 MANAGERIAL
 POLITICAL
 LEGAL

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 APPROACHES TO PUBLIC
ADMINISTRATION

MANAGERIAL APPROACH
PUBLIC ADMINISTRATION IS GEARED
TOWARD THE MAXIMIZATION OF
EFFECTIVENESS, EFFICIENCY, AND
ECONOMY
(ROSENBLOOM, 2005)

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 PUBLIC ADMINISTRATION AS MANAGEMENT

PLANING PROCESS
PLANNING
BUDGETING
ADMINISTRATION

STRUCTURES
PRIVATE
ORGANIZING PROCEDURES
HUMAN RESOURCES
PUBLIC GOALS

STANDARD OPERATING
IMPLEMENTING PROCEDURES

MONITORING

CONTROLLING EVALUATION

FEED BACK

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POLITICAL APPROACH
 POWER AUTHORITY AND RESPONSIBILITY
RELATIONSHIP.
 RESPONSIBILITY AND RESPONSIVENESS OF
THE ADMINISTRATIVE AGENCIES AND THE
BUREAUCRACIES TO THE ELECTED OFFICIALS
(THE CHIEF EXECUTIVES, THE LEGISLATORS)
AND THE PUBLIC AT LARGE.
 IT IS OF CENTRAL IMPORTANCE IN A
GOVERNMENT BASED INCREASINGLY ON THE
EXERCISE OF DISCRETIONARY POWER BY THE59

AGENCIES OF ADMINISTRATION.
LEGAL APPROACH
 AN ADMINISTRATIVE AGENCY IS A GOVERNMENTAL
AUTHORITY, OTHER THAN A COURT AND OTHER THAN A
LEGISLATIVE BODY, WHICH AFFECTS THE RIGHTS OF
PRIVATE PARTIES THROUGH EITHER ADJUDICATION, RULE
MAKING, INVESTIGATING, PROSECUTING, NEGOTIATING,
SETTLING, OR INFORMALLY ACTING.
 IN SOME COUNTRIES THERE ARE LEGAL INSTITUTIONS SUCH
AS ADMINISTRATIVE LAW AND ADMINISTRATIVE COURT
 THE LEGAL APPROACH TO PUBLIC ADMINISTRATION
EMPHASIZES THE RULE OF LAW.
(ROSENBLOOM, 2005)

60
 PUBLIC POLICY
 THE STUDY OF PUBLIC POLICY AND POLICY ANALYSIS IS
NOW A WELL ESTABLISHED PART OF POLITICAL SCIENCE
AND PUBLIC ADMINISTRATION.
 PUBLIC POLICY IS A COURSE OF ACTION ADOPTED AND
PURSUED BY GOVERNMENT (HENRY, 2004).
 PUBLIC POLICY REFERS TO THE DECISIONS MADE BY
GOVERNMENT, TO A PURPOSIVE COURSE OF ACTION
TAKEN BY GOVERNMENTAL ACTORS IN PURSUING
SOLUTIONS TO PERCEIVED PROBLEMS (LEMAY, 2002).
 PUBLIC POLICY CAN BEST BE VIEWED AS A PROCESS, A
SET OR SERIES OF STAGES THROUGH WHICH POLICY IS
ESTABLISHED AND IMPLEMENTED. THE POLICY PROCESS
CONSISTS OF A SUCCESSION OF ANALYTICAL STAGES
(LEMAY, 2002)

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 PUBLIC POLICY

 POLICY ANALYSIS INCLUDES:

1) IDENTIFYING THE “PROBLEM” TO BE RESOLVED,
2) SPECIFYING THE GOAL(S) TO BE SOUGHT THROUGH
PUBLIC POLICY,
3) IDENTIFYING OR INVENTING THE AVAILABLE POLICY
ALTERNATIVES,
4) ESTIMATING THE EFFECTS OF EACH OF THE
ALTERNATIVES, BOTH FAVORABLE AND
UNFAVORABLE,
5) IMPUTING VALUES IN A SINGLE, COMMENSURABLE
MATRIX TO THOSE EFFECTS, AND
6) CHOOSING THE “BEST” POLICY ALTERNATIVE
ACCORDING TO AN EXPLICIT DECISION RULE.

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 PUBLIC CHOICE

 PUBLIC CHOICE REPRESENTS ANOTHER FACET OF

WORK IN POLITICAL ECONOMY WITH
IMPLICATIONS FOR THE THEORY OF PUBLIC
ADMINISTRATION. MOST POLITICAL ECONOMISTS
IN THE PUBLIC CHOICE TRADITION BEGIN WITH
THE INDIVIDUAL AS THE BASIC UNIT OF ANALYSIS.
THE TRADITIONAL "ECONOMIC MAN" IS THEN
REPLACED BY "MAN: THE DECISION MAKER."

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