專業(yè)英語(yǔ)-toward-a-new-public-administration課件

1、Toward a New Public AdministrationGeorge FredericksonPresent the authors interpretation as it emerged at the Minnowbrook Conference on New Public Administration.Describe how this interpretation and synthesis of new Public Administration relates to the wider world of administrative thought and practi

2、ce.Interpret what new Public Administration means for organization theory and vice versa.The newness is in the way the fabric is woven, not necessarily in the threads that are used, and in arguments as to the proper use of the fabric.What are the threads of public administration?Pursuit of these bas

3、ic values: representativeness, politically neutral competence, and executive leadership.A zero-sum game between administrative efficiency and political responsiveness.These gross generalizations fail to account for the wide, often rich, and sometimes subtle variation that rests within.What is New Pu

4、blic AdministrationAll are employed by public agencies and each specialization or profession has its own substantive set of objectives and therefore its rationale.Public administration is the efficient, economical, and coordinated management of the services. The focus has been on top-level managemen

5、t or the basic auxiliary staff service. The rationale for Public Administration is always better management. New Public Administration adds social equity to the classic objectives and rationale.Conventional or classic Public Administration seeks to answer either of these questions: (1) How can we of

6、fer more or better services with available resources? (2) How can we maintain our level of services while spending less money?New Public Administration adds this question: Does this service enhance social equity?Social EquityPluralistic government systematically discriminates in favor of established

7、 stable bureaucracies and their spcialized minority clientele and against those minorities who lack political and economic resources. A Public Administration which fails to work for changes which try to redress the deprivation of minorities will likely be eventually used to repress these minorities.

8、The procedures of representative democracy presently operates in a way that either fails or only very gradually attempts to reverse systematic discrimination against disadvantaged minorities. Social equity, then, includes activities designed to enhance the political power and economic well-being of

9、these minorities.A fundamental commitment to social equity means that new Public Administration attempts to come to grips with Dwight Waldos contention that the field has never satisfactorily accommodated the theoretical implications of involvement in “politics” and policy-making.New Public Administ

10、ration attempts to answer it in this way: Administrators are not neutral. They should be committed to both good management and social equity as values, things to be achieved, or rationales.A fundamental commitment to social equity means that new Public Administration is anxiously engaged in change.

11、Simply put, new Public Administration seeks to change those policies and structures that systematically inhabit social equity. This is not seeking change for changes sake, but seeking the changes which would enhance its objectivesgood management, efficiency, economy, and social equity.A commitment t

12、o social equity involves attempts to find organizational and political forms which exhibit a capacity for continued flexibility or routinized change.New Public Administration seeks not only to carry out legislative mandates as efficiently and economically as possible, but to both influence and execu

13、te policies which more generally improve the quality of life for all.Classic Public Administration emphasizes developing and strengthening institutions which have been designed to deal with social problems. The Public Administration focus, however, has tended to drift from the problem to the institu

14、tion.New Public Administration is concerned less with building institutions and more with designing alternate means of solving public problems. These alternatives will no doubt have some recognizable organizational characteristics and they will need to be built and maintained, but will seek to avoid

15、 becoming entrenched, nonresponsible bureaucracies that become greater public problems than the social situations they were originally designed to improve.New Public Administration advocates what could be best described as “second-generation behavioralism”, which emphasizes the public part of Public

16、 Administration.The second-generation behavioralist is less “generic” and more “public” than his forebear, less “descriptive” and more “prescriptive”, less “institution oriented” and more “client-impact oriented”, less “neutral” and more “normative”, and it is hoped, no less scientific.Organization

17、Theory and New Public AdministrationUnderstanding of any phenomenon requries separating that phenomenon into parts and examining each part in detail.The new Public Administration calls for a different way of subdividing the phenomenon so as to better understand it: the integrative process; the bound

18、ary-exchange process; and the socio-emotional process.The Distributive Process(1)External distribution.Cost-utility/cost-benefit analysis is the chief technique for attempting to understand the results of the distributive process. Project the likely costs and benefits of alternative programs.Policy-

19、outcomes analysis attempts to determine the basis factors that influences or determine policy variation.Equity in the distribution of government services within a jurisdictionThe Distributive Process(2)Internal-organization distribution.There is a need to develop a theory which accounts for the pres

20、ence of public administrators considerably less willing to bargain and more willing to take political and aministrative risks.When public administrators leave the safe harbor of “good management”, what might occur?The integrative processNPA advocates modified hierarchic system means to modify tradit

21、ional hierarchiesA relative tolerance for variationA willingness to trade increases in involvement and commitment to the organization for possible decreases in efficiency and economy particularly in the short runTwo serious problems with the advocacy by NPA of less formal integrative processesA lack

22、 of PA specialists who are essentially program buildersInherent conflict between higher and lower-level administrators in less formal integrative systemsThe boundary exchange processGeneral relationship between the publicly aministered organization and its reference groups and clientsAnd relationshi

23、p between levels of government in a federal system.A considerably higher client involvement is necessary on the part of these minorities who have not heretofore been involvedThe development of new means by which administrators relate to their legislaturesThe socioemotional processSocioemotional-trai

24、ning techniques will be utilized to aid in the development of decentralized and possibly project-oriented organizational modes.While NPA is committed to wider social equity, the foregoing should make it clear that a more nearly equitable internal organization is also an objective.Conlusions(1)What a

25、re the likely results for a practicing public administration working from such a normative base?Classic PA on the basis of its expressed objectives commonmly had the support of businessmen and the articulate and educated upper and upper middle class. If NPA attempts to justify or rationalize its stance on the basis of social equity, it might have to trade support from its traditional sources for support from the disadvantaged minorities.NPA might encounter substantial oppsition from elected officials for its fun