Preview of lectures 1-15

1. Preview of lectures 1-15 • Introduction • Course Objective • To introduce MPA Students to advance level of Issues in Public Administration faced by Governments around the Globe. • To introduce MPA Students to processes by which policy decisions are made in public sector. • Pre-requisites • thorough knowledge of Public Sector Organisations, LINGO and concepts are mandatory • Should be able to comprehend: • The key structures, organizations and processes within the public administration • The history, scope, and environment of public administration. • Gain a fuller knowledge and appreciation of how public sector managers and administrators address a wide variety of issues in the public service workplace.

2. Preview of lectures • Reading Material • Contemporary Public Administration Ideas and Issues by P.B.Rathod (text book) • Study Notes, presentations and class discussions • Problem Solving and Decision Making by Graham Wilson • Succeeding in the Private, Public, and Not-for-Profit Sectors “Leadership” by Ronald R. Sims and Scott Quatro. • Module Contents

3. Meanings, Nature and Scope of Public Administration • What is Public Administration? • Administration has originated from Latin verb ministrare, strengthened by the preposition ad-, meaning „to serve”. Words „minister” and „ministration” also conform that „servant” aspect of the derivatives of ministrare. • Two essential elements of administration: • collective effort • common purpose

4. Public and Private Administration

5. What is Public Administration Public administration is what government does. Public administration is both direct and indirect. Public administration is a phase in the policy-making cycle. Public administration is implementing the public interest. Public administration is doing collectively that which cannot be done so well individually. Because public administration is what a state does, it is both created and bound by an instrument of the law. Public administration is the law in action. Public administration is regulation.

6. Public Administration ModelA B C D E Where we are Where we want to be How we will do it How are we doing Assessment Baseline Components Down to Specifics Evaluate • Environmental Scan • Situation – Past, Present and Future • Mission & Vision • Performance Measurement • Performance Management • Background Information • Significant Issues • Values / Guiding Principles • Targets / Standards of Performance • Review Progress • Situational Analysis • Align / Fit with Capabilities • Major Goals • Initiatives and Projects • Take Corrective Actions • Feedback upstream – revise plans • Action Plans • SWOT – Strength’s, Weaknesses, Opportunities, Threats • Specific Objectives • Gaps

7. Discover (The best of what is available) Deliver “How to empower, learn, and adjust/improvise” Sustaining Dream “What might be?” (What is the world calling for) Envisioning Design “What should be--the ideal?” Co-constructing

8. Evolution of Public Administration • Phase • Indicative Period • Traditional / Classical Public Administration • 1800s to 1950s • Modern Public Administration • Development Administration (1950s to 1960s) • New Public Administration (1970s) • New Public Management (1980s to 1990s) • Reinventing Government (1990s) • PA as Governance (1990s to the present)

9. 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.

10. Public Administration in Practice Fayol’s Five Functions of Management 1. Forecasting and Planning 2. Organization 3. Command 4. Coordinate 5. Control

11. Fayol’s 14 Principles for Effective Administration • Specialization/Division of Labor • Authority with Corresponding Responsibility • Discipline • Unity of Command • Unity of Direction • Subordination of Individual Interest to the General Interest • Remuneration of Staff 8. Centralization • Line of Authority • Order • Equity • Stability of Tenure • Initiative • Esprit de Corps

12. Scientific Management’s Impact on Administration Defined Administrative Roles Supervision of work rather than people Work specializations Span of control Cost accounting Homogeneity of Positions Engineering for Efficiency Assembly Line Production Emphasis on Quality Control

13. Why Plan strategically? Strategic management inPublic Administration • Significance of Planning • Types of Plans • Plans to be understandable, quantifiable and achievable • Contingency factors in planning • Planning hazards, rigidity or flexibility

14. Where Do We Want to Go?

15. Condition B: Operationalized

16. Theories of Public Administration Integration After World War 11,public administrators went througha period of self-doubt and self-criticism. For many of them,being good policy implementers and managers was nolonger enough. The scope of their role and concernschanged from that of being responsible for the traditionalplanning, organizing, staffing, reviewing, and budgetingactivities to a much broader charge. Public administratorsrealized that study of the organization should encompassthe study of human behavior and study of budgeting should include the study of theory as well as practice. Ann Prentice 1984

17. New Public Management The ideas of “new public management” and “reinventing government” were essentially born outof the continuing search for solutions to economic problems in 1970s and to produce a government that “works better but costs less.”

18. Reinventing Government The idea of “reinventing government” was advanced by Osborne and Gaebler in 1992. Their concept of NPM was sparked by the use of businessmodel prescriptions for government i.e. using privatesector innovation, resources, and organizational ideas to improve the public sector.

19. Reengineering Organizations Another similar movement was “reengineering organizations.” This term was coined by Michael Hammer (1990) in an articlepublished by the Harvard Business Review. Reengineering offers an approach for improving performance, effectiveness, andefficiency of organizations regardless of thesector in which they operate.

20. “Organization and its Principles” Characteristics • Five important Features of Organizations. • Memberships • Consciously Purposive • Formal Structure • Elusive • Corporate Status

21. Organization • Common goal is an essence of an organization. • Modern society is a complex structure. • The people who work together is known as organization. • It is a forum of every human association for the attainment of a common goal. Weber defined organization as a corporate group. Its orders are enforced by the specific individuals. • The focus is on legitimate integration of parts.

22. Organization • Grouping is given top priority. • The individuals to whom the functions are entrusted come later. • Organizations are social units, human groupings deliberately constructed or reconstructed to seek specific objectives or goals or sub-goals. • Organizations are social institutions. They are natural communities. • They are called as social systems.

23. MANAGEMENT PROCESS PLANNING ORGANIZING STAFFING DIRECTING CONTROLLING

24. Some of the mistakes in organizing could be outlined as follows: • Failure to plan properly • Failure to clarify relationships • Failure to delegate authority • Failure to balance delegation • Confusion of lines authority and information • Authority without responsibility • Responsibility without authority • Careless application of the staff device • Misuse of functional authority • Multiple subordination • Misuse of service departments • Over-organization

25. Major principles of sound organizing 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

26. New Developments in Public AdministrationPerspectives, Approaches & Critiques • Public Administration, the way forward • Development Catalysts • Re-inventing Government • New Public Management • Principal Themes and Roots of NPM • Governance and its challenges and Outcomes • E-governance • Broader Issues of Public Administration

27. 1. Catalytic government: Steering rather than rowing. 2. Community owned government: Empowering rather than serving. 3. Competitive government: Injecting competition into service delivery. 4. Mission-driven government: Transforming rule-driven organizations 5. Results-oriented government: Funding outcomes, no inputs

28. 6. Customer-driven government: Meeting the needs of the customer, not the Bureaucracy. 7. Enterprising government: Earning rather than spending. 8. Anticipatory government: Prevention rather than cure. 9. Decentralized government: From hierarchy to participation and teamwork. 10. Market-oriented government: Leveraging change through the market

29. e-Government Principles • What is e-Government? • Why e-Government? • Issues in e-Government • 7 Principles of e-Government • ADKAR Model of Change

30. What do leading nations aim in eGov? • Interactive Public Services • Public Procurement • Public Internet Access Points • Broadband Connectivity • Interoperability • Culture & Tourism • Secure G2G Communications

31. Benefits to Government • Law & Policy-making • e-Government can be a catalyst for legal reform • Wider & faster dissemination of laws • Faster & better formulation of policies • Better Regulation • Registration & Licensing - speedier • Taxation – better revenues • Environmental Regulations – better compliance • Transportation & Police – more transparency • More efficient Services to Citizens & Businesses • Better Image • Cost-cutting • Better targeting of benefits • Control of corruption

32. Ingredients of Transformation Department Centric Approach Customer Centric Approach Process Orientation Service Orientation Output-Based Assessment Outcome-based Assessment Departmental View Integrated View

33. 1 PROCESS 2PEOPLE • Lack of Process Models • Status Quo-ism • Poor Legal Frameworks • Complex Procurement • Lack of Political Will • Official Apathy • Shortage of Champions • Lack of Skills in Govt 3 TECHNOLGY 4 RESOURCES • Lack of Standards • Poor Communication • Infrastructure • Hardware-approach • Lack of Architectures • Budget Constraints • Disinterest of Pvt Sector • Lack of Project Mgt Skills The Challenges

34. Quote of the Day • Education is the most powerful weapon which you can use to change the world. Nelson Mandela