Public%20Administration

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Public Administration Nature and Role Prof.
Dr. Attaullah Shah PhD Civil Engineering ,M.Phil
Eco ,MSc Structure EnggMBA, MA Eco, MSc Envir
Design,BSc Civil Engg (Gold Medal), Post Grad Dip
Comp (Gold Medal)
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Some Quotes

• I have nothing but contempt for the kind of
  governor who is afraid, for whatever reason, to
  follow the course that he knows is best for the
  State. Sophocles, Antigone
• If I have done the public any service it is due
  to my patient thought- Issac Newton
• One reason why George Washington Is held in such
  veneration He never blamed his problems On the
  former Administration
• The difference between management and
  administration (which is what the bureaucrats
  used to do exclusively) is the difference between
  choice and rigidity. Robert Heller
• The administration of justice is the firmest
  pillar of government
• George Washington

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• The sublimity of administration consists in
  knowing the proper degree of power that should be
  exerted on different occasions.
• It is far easier for the proverbial camel to
  pass through the needle's eye, hump and all, than
  for an erstwhile colonial administration to give
  sound and honest counsel of a political nature to
  its liberated territory. Kwame Nkrumah Ghana
• According to Ibn-e-Khaldun, a successful and
  viable administrative set up is that in which
  peoples participation is ensured. If the
  governed feel that they share the administrative
  process, the society would be stable.

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CITY UNIVERSITY OF SCIENCE AND INFORMATION
TECHNOLOGY, PESHAWAR
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Bio details of the Speaker

• Prof.Dr. Attaullah Shah
• Vice Chancellor City University of Science and IT
  Peshawar
• Previously Director ( Planning and Projects AIOU)
• vc_at_cusit.edu.pk, pd_at_aiou.edu.pk,
  www.drshahpak.weebly.com, drshah569_at_gmail.com
• 92-333-5729809, 92-51-9057212
• Qualification
• PhD Civil Engineering ,M.Phil Eco ,MSc Structure
  Engg
• MBA, MA Eco, MSc Envir Design,BSc Civil Engg
  (Gold Medal), Post Grad Dip Comp (Gold Medal)
• Professional and Field experience
• 25 Years
• Research Publications in refereed journals and
  conferences
• 25 Journals publications55 Conference
  publications
• Areas of interests
• Project Planning and Administration
• Sustainable built Environment
• Construction project Management

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Public Administration

• Public administration is both an academic
  discipline and a field of practice
• Public administration houses the implementation
  of government policy and an academic discipline
  that studies this implementation and that
  prepares civil servants for this work
• As a "field of inquiry with a diverse scope" its
  fundamental goal is to advance management and
  policies so that government can function

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definitions

• "the management of public programs"
• "translation of politics into the reality that
  citizens see every day"
• "the study of government decision making, the
  analysis of the policies themselves, the various
  inputs that have produced them, and the inputs
  necessary to produce alternative policies

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concerns

• Centrally concerned with the organization of
  government policies and programmes as well as the
  behavior of officials (usually non-elected)
  formally responsible for their conduct
• Many unelected public servants can be considered
  to be public administrators, including heads of
  city, county, regional, state and federal
  departments such as municipal budget directors,
  human resources (H.R.) administrators, city
  managers, census managers, state mental health
  directors, and cabinet secretaries
• Public administrators are public servants working
  in public departments and agencies, at all levels
  of government

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Max Weber's theory of bureaucracy

• Until the mid-20th century and the dissemination
  of the German sociologist Max Weber's theory of
  bureaucracy there was not much interest in a
  theory of public administration
• The field is multidisciplinary in character one
  of the various proposals for public
  administration's sub-fields sets out six pillars,
  including human resources, organizational theory,
  policy analysis and statistics, budgeting and
  ethics.

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more

• Public administration has no generally accepted
  definition, because the scope of the subject is
  so great and so debatable that it is easier to
  explain than define.
• Public administration is a field of study (i.e.,
  a discipline) and an occupation. There is much
  disagreement about whether the study of public
  administration can properly be called a
  discipline, largely because of the debate over
  whether public administration is a subfield of
  political science or a subfield of administrative
  science.

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history antiquity to the 19th century

• Dating back to Antiquity, Pharaohs, Kings and
  Emperors have required pages, treasurers, and tax
  collectors to administer the practical business
  of government.
• Prior to the 19th century, staffing of most
  public administrations was rife with nepotism,
  favoritism, and political patronage, which was
  often referred to as a spoils system.

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history antiquity to the 19th century

• Public administrators have been the "eyes and
  ears" of rulers until relatively recently. In
  medieval times, the abilities to read and write,
  add and subtract were as dominated by the
  educated elite as public employment.
• Consequently, the need for expert civil servants
  whose ability to read and write formed the basis
  for developing expertise in such necessary
  activities as legal record-keeping, paying and
  feeding armies and levying taxes.
• As the European Imperialist age progressed and
  the militarily powers extended their hold over
  other continents and people, the need for a
  sophisticated public administration grew.

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Taylor's approach

• Taylor's approach is often referred to as
  Taylor's Principles, and/or Taylorism.
• Main four principles (Frederick W. Taylor, 1911)
• Replace rule-of-thumb work methods with methods
  based on a scientific study of the tasks
• Scientifically select, train, and develop each
  employee rather than passively leaving them to
  train themselves
• Provide Detailed instruction and supervision of
  each worker in the performance of that worker's
  discrete task
• Divide work nearly equally between managers and
  workers, so that the managers apply scientific
  management principles to planning the work and
  the workers actually perform the tasks.

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POSDCORB

• Gulick developed a comprehensive, generic theory
  of organization that emphasized the scientific
  method, efficiency, professionalism, structural
  reform, and executive control.
• Gulick summarized the duties of administrators
  with an acronym POSDCORB, which stands for
  planning, organizing, staffing, directing,
  coordinating, reporting, and budgeting.
• Henry Fayol developed a systematic, 14-point,
  treatment of private management.
  Second-generation theorists drew upon private
  management practices for administrative sciences.

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postworld war II to the 1970s

• The mid-1940s theorists challenged Wilson and
  Gulick. The politics-administration dichotomy
  remained the center of criticism.
• In the 1960s and 1970s, government itself came
  under fire as ineffective, inefficient, and
  largely a wasted effort.
• The costly American intervention in Vietnam along
  with domestic scandals including the bugging of
  Democratic party headquarters (the 1974 Watergate
  scandal) are two examples of self-destructive
  government behavior that alienated citizens.

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postworld war II to the 1970s

• There was a call by citizens for efficient
  administration to replace ineffective, wasteful
  bureaucracy.
• Public administration would have to distance
  itself from politics to answer this call and
  remain effective. Elected officials supported
  these reforms.
• The Hoover Commission, chaired by University of
  Chicago professor Louis Brownlow, to examine
  reorganization of government. Brownlow
  subsequently founded the Public Administration
  Service (PAS) at the university, an organization
  which has provided consulting services to all
  levels of government until the 1970s.

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postworld war II to the 1970s

• Concurrently, after World War II, the whole
  concept of public administration expanded to
  include policy-making and analysis, thus the
  study of administrative policy making and
  analysis was introduced and enhanced into the
  government decision-making bodies.
• Later on, the human factor became a predominant
  concern and emphasis in the study of Public
  Administration.

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postworld war II to the 1970s

• Henceforth, the emergence of scholars such as,
  Fritz Morstein Marx with his book The Elements
  of Public Administration (1946), Paul H. Appleby
  Policy and Administration (1952), Frank Marini
  Towards a New Public Administration (1971), and
  others that have contributed positively in these
  endeavors.
• Public administration can be defined as a
  department in the executive arm of government
  responsible for the formulating and
  implementation of government policies and
  programmes.

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1980s1990s

• In the late 1980s, yet another generation of
  public administration theorists began to displace
  the last.
• The new theory, which came to be called New
  Public Management, was proposed by David Osborne
  and Ted Gaebler in their book Reinventing
  Government. The new model advocated the use of
  private sector-style models, organizational ideas
  and values to improve the efficiency and
  service-orientation of the public sector.
• During the Clinton Administration (19932001),
  Vice President Al Gore adopted and reformed
  federal agencies using NPM approaches.
• In the 1990s, new public management became
  prevalent throughout the bureaucracies of the US,
  the UK and, to a lesser extent, in Canada.

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late 1990s2000

• In the late 1990s, Janet and Robert Denhardt
  proposed a new public services model in response
  to the dominance of NPM.
• A successor to NPM is digital era governance,
  focusing on themes of reintegrating government
  responsibilities, needs-based holism (executing
  duties in cursive ways), and digitalization
  (exploiting the transformational capabilities of
  modern IT and digital storage).

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Approaches to the study of public
administration

• Behavioural Approach
• System's Approach
• Ecological Approach
• Structural Functional Approach
• Public Choice Approach
• Contingency Approach

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Public Servants as Leaders
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Leadership is driving ahead of others. Acting
when others are just thinking about it.
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Leadership is taking care of the supporting team.
Not involving into their assignments.
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Leadership is reaching the top and staying there..
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Leadership is targeting the goal. Totally focused
.
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Leadership is nurturing the team in a new style.
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Leadership is breaking all records..
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Leadership is reaching the unreachable
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Leadership is a blend of tradition and modern
styles
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Leadership is driving the competition away
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Leadership is demonstration of courage. Leading
by example
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Leadership is passing on the knowledge and making
leaders.
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Leadership is challenging assumptions
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Leadership is caring the little ones.
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Leadership is managing the diversity.
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Leadership is managing driving the challenges
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Leadership is winning. Come what may.
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Leadership is thinking, Communicating and doing.
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Leadership is mentoring. Monitoring and
motivating the team to win.
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Leadership Styles

• Autocratic (Authoritarian)
• Bureaucratic
• Democratic
• Coercive
• Transactional
• Transformational
• Laissez-Faire

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Autocratic (Authoritarian)

• Manager retains power (classical approach)
• Manager is decision-making authority
• Manager does not consult employees for input
• Subordinates expected to obey orders without
  explanations
• Motivation provided through structured rewards
  and punishments

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When to use Autocratic

• New, untrained employees
• Employees are motivated
• Employees do not respond to any other leadership
  style
• High-volume production needs
• Limited time for decision making
• Managers power is challenged by an employee

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Who are Autocratic Leaders?
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Bureaucratic

• Manager manages by the book
• Everything must be done according to procedure or
  policy
• If it isnt covered by the book, the manager
  refers to the next level above him or her
• Police officer more than leader

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When to use Bureaucratic

• Performing routine tasks
• Need for standards/procedures
• Use of dangerous or delicate equipment
• Safety or security training being conducted
• Tasks that require handling cash

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Democratic

• Often referred to as participative style
• Keeps employees informed
• Shares decision making and problem solving
  responsibilities
• Coach who has the final say, but
• Gathers information from staff members before
  making decisions

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Democratic Continued

• Help employees evaluate their own performance
• Allows employees to establish goals
• Encourages employees to grow on the job and be
  promoted
• Recognizes and encourages achievement
• Can produce high quality and high quantity work
  for long periods of time

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When to use Democratic

• To keep employees informed
• To encourage employees to share in
  decision-making and problem-solving
• To provide opportunities for employees to develop
  a high sense of personal growth and job
  satisfaction
• Complex problems that require a lots of input
• To encourage team building and participation.

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Who are Democratic Leaders?
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• The ear of the leader must ring with the voices
  of the people.

Woodrow Wilson
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Coercive

• Power from a persons authority to punish
• Most obvious types of power a leader has.
• Good leaders use coercive power only as a last
  resort
• In todays sophisticated and complex workplace,
  excessive use of coercive power unleashes
  unpredictable and destabilizing forces which can
  ultimately undermine the leader using it.

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When to use Coercive

• To meet very short term goals
• When left with no other choice
• In times of crisis

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Transactional

• Motivate followers by appealing to their own
  self-interest
• Motivate by the exchange process.
• EX business owners exchange status and wages
  for the work effort of the employee.
• Focuses on the accomplishment of tasks good
  worker relationships in exchange for desirable
  rewards.
• Encourage leader to adapt their style and
  behavior to meet expectations of followers

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When to use Transactional

• Leader wants to be in control
• When there are approaching deadlines that must be
  met
• Relationship is short term

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A Result of the Leadership We Knew...

• We made workers into robots we made them into
  machines

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• ...Now, we want them to become a different kind
  of person to come up with new ideas.
• Jack Smith, CEO, General Motors

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Transformational

• Charismatic and visionary
• Inspire followers to transcend their
  self-interest for the organization
• Appeal to followers' ideals and values
• Inspire followers to think about problems
  in new or different ways
• Common strategies used to influence followers
  include vision and framing

Research indicates that transformational
leadership is more strongly correlated with lower
turnover rates, higher productivity, and higher
employee satisfaction.
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Transformational cont.

• Instils feelings of confidence, admiration and
  commitment
• Stimulates followers intellectually, arousing
  them to develop new ways to think about problems.
  
• Uses contingent rewards to positively reinforce
  desirable performances
• Flexible and innovative.

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When to use Transformational

• When leaders want members to be an active part of
  the organization and have ownership to it
• When leaders are building a sense of purpose
• When the organization has a long term plan
• When people need to be motivated

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"(He) possessed the gift of silence." 
(Comment by President John Adams about George
Washington)
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Laissez-Faire

• Also known as the hands-off style
• Little or no direction
• Gives followers as much freedom as possible
• All authority or power is given to the followers
• Followers must determine goals, make decisions,
  and resolve problems on their own.

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Selecting a Style

• Some people are motivated by reward
• Some people are motivated by punishment
• Social systems work best with a chain of command
• When people have agreed to do a job, a part of
  the deal is that they cede authority to their
  leader

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Remember the difference between a boss and a
leader a boss says "Go!" A Leader says
"Let's go!"  E.M. Kelly
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The change of concept Re-inventing government

• Re-thinking the old questions what government
  should do, how and for whom ? The debate is not
  for large or small state, but for a bad or good
  management of government !
• Good government requires good governance.It is a
  managerial approach, aimed to reach efficiency,
  sustainable growth and better satisfaction of
  citizens needs
• Good governance combines short and medium term
  policy
• A) more cares and investments for solving the
  current needs of societies (job, education,
  health) , but also
• B) coping with common society challenges (lack of
  resources, ageing population, pollution, climate
  changes, quality of life, intensive migration and
  so on)
• Good governance adjust country development
  towards the changing world dynamic technological
  advance, openess of markets, global competition,
  higher citizens expectations for better life

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Re-inventing government new roles

• Catalytic government steering(policy and
  regulation) rather than rowing (service delivery)
  
• Community-owned government empowering rather
  than serving
• Competitive government injecting competition
  into service delivery
• Mission-driven government transformimg
  rule-driven organizations
• Result-oriented government meeting the needs of
  the customer, not the bureaucracy
• Enterprizing Government earning rather than
  spending
• Anticipatory government prevention rather than
  cure
• Decentralized government from hierarchy to
  participation and teamwork
• Market-oriented government leveraging change
  through the market
• Good government- combination of all these new
  roles
• Government vs market the old dilemma in new
  light government as a driving force for society
  changes, including new opportunities for people
  participation in social life and competitive
  business development !

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From concept to policyprinciples of good
governance

• Rule of the law
• Openess and transperancy
• Efficiency results should reflect mission and
  goals?
• Efectiveness inputs/outputs
• Citizens as a clients of government
• Accountability (how we used taxpayers money)
• Predictability and reliability
• Partnership with concerned parties
• Coherency in all government actions
• Principles are drawn from good practices
  (evidence based !)
• Principles are guiding rules and benchmarks for
  good governance for all over the world

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Leaders and Managers

• Managers set goals, plan actions, secure
  resources, set up structures, exercise control
  and getting results (to keep organization
  functioning properly and create orderly results)
• Leaders set vision and direction, create
  strategies to achieve vision, conceive actions
  steps to accomplish goals, align people and form
  coalition, motivate and inspire people to move
  forward (to promote future-oriented changes)

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Characteristics Managers Leaders

Focus Do things the right ways Do the right things
Administration, problem solving Direction setting
Reconcile differences Creativity and innovation
Seek compromises
Maintain balance of Power
Emphasis Rationality and control Innovative Approach
Accept and maintain status quo Challenge status quo
Putting out fires Blazing new trails
Targets Goals, resources, Ideas
Structures, people
Orientation Tasks, Affairs Risk taking
Persistence Imagination
Short-term view Long-term perspective
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Success Factors Tough-mindedness Perceptual capability
Hard work
Tolerance
Goodwill
Analytical capability

Points of Inquiry How and when What and why

Preference Order, harmony Chaos, lack of structure

Aspiration Classic good soldiers Own person

Favor Routine Unstructured
Follow established procedure

Approach with People Using established rules Intuitive and empathetic


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Personality Team-player Individualist

Relevance Necessary Essential

Thrust Blend in Stand out
Bring about compromise Lead Changes
Achieve win-win

Mentality "If it isn't broke, don't fix it" "When it isn't broke, this maybe
the only time you can fix it."

Adapted from Abraham Zaleznik, "Managers and Leaders Are they Different?" Harvard Business Review (March-April 1992), and Warren Adapted from Abraham Zaleznik, "Managers and Leaders Are they Different?" Harvard Business Review (March-April 1992), and Warren Adapted from Abraham Zaleznik, "Managers and Leaders Are they Different?" Harvard Business Review (March-April 1992), and Warren
Bennis, "21st Century Leadership," Executive Excellence, Provo (May 1991). Bennis, "21st Century Leadership," Executive Excellence, Provo (May 1991). Bennis, "21st Century Leadership," Executive Excellence, Provo (May 1991).
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Good governance main policy aspects

• Strategic management mission, vision, strategy,
  action plans,innovations and changes
• Government organizational structure, based on the
  principle-agent model(clear roles of all
  institutions)
• Bulding up capacity to manage according to the
  principles( the new vision for public
  administration)
• Professional policy making(pubcons,imp.assessment)
  
• Improvement of regulatory policies for business
  development
• Better administrative services for citizens
• Public-private partnership(scenario win-win)
• Human resource management
• E-management
• Innovations,identification and dissemination of
  good practices

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Good governance-tool for growth and welfare in
global world

• Good governance- now it is a dominant policy and
  practice in developed democratic countries
• Good governance role through education, better
  business regulation and rational social policy,
  to contribute for sustainable economic growth and
  social welfare of citizens !
• Good governance it is not fashion, it is an
  efective tool to manage country development and
  to serve citizens in best way !
• Good governance in a global context it is a
  concept, policy and practice without boundaries !
• Specific experience-China, introduce almost the
  same concept and policy the role of
  government-to create harmomious society !
  Adjustment of global concept to local Chinese
  conditions and development plans !

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Public management evolutions and changes

• The old public management bureacratic style,
  ineffective management
• ?
• The new public management
• market-driven approach, effective management,
  social disappointments
• ?
• Good governance
• new syntesis and maturity - aimed to reach
  sustainable growth and public sector efficiency ,
  as well as citizens satisfaction and social
  welfare

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Conclusions

• The new, rational social ideas and concepts have
  led to innovative changes in government policies
  
• Global impact when new practices testified its
  efficiency, they became guidelines for changes in
  other countries
• The Good Governance as a policy options is based
  on the concept for re-inventing government,real
  policy changes and number of good practices in
  most developed countries (UK, USA, Danmark,Nl and
  etc)
• From the begining of 21 century we have intensive
  dissemination of good governance principles and
  practices all over the world !

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• Today, there is almost full concensus among
  social stakeholders modern public management
  requires implementation of good governance
  principles
• Good goivernance is a policy approach aimed to
  increase public sector efficiency and citizens
  satisfaction from having responsible and commited
  government.
• Good governance in global context require
  learning and sharing knowledge and practices
  among scientists, policymakers, practitioners,
  NGO-s from many countries
• The role of youth meetings like this learning
  today, implement tomorrow!

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Thank you for your attention !