INTRODUCTION OF PUBLIC ADMINISTRATION

PA 101

LESSON 1- THE NATURE AND SCOPE OF PUBLIC ADMINISTRATION

LESSON 2- ORIGIN AND DEVELOPMENT OF PUBLIC ADMINISTRATION

LESSON 3- TOWARDS THE MODERN PUBLIC ADMINISTRATION

LESSON 4- PROFILING THE PHILIPPINE ADMINISTRATIVE SYSTEM

SUBMITTED BY:

Adajar Ray Allen B.

Magnaye Joshua A.

Cadevida Realyn M.

Ibon Harry Arnold D.

SUBMITTED TO:

Mrs. Lorena Mendoza

Lesson 1

THE NATURE AND SCOPE OF PUBLIC ADMINISTRATION

THE DEFINITIONS OF PUBLIC ADMINISTRATION

By Nicholas Henry

26 August 2015

Public Administration (a form of governance) or Public Policy and

Administration (an academic discipline) is the implementation of public
policy, administration of government establishment (public governance), management of non-
profit establishment (nonprofit governance), and also a subfield of political science taught
in public policy schools that studies this implementation and prepares civil servants, especially
those in administrative positions for working in the public sector, voluntary sector,[1] some
industries in the private sector dealing with government relations and regulatory affairs, and
those working as think tank researchers. As a "field of inquiry with a diverse scope" whose
fundamental goal is to "advance management and policies so that government can
function."[2] Some of the various definitions which have been offered for the term are: "the
management of public programs";[3] the "translation of politics into the reality that citizens see
every day";[4] and "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."[5] The word public administration is the combination of two words
—public and administration. In every sphere of social, economic and political life there is
administration which means that for the proper functioning of the organization or institution it
must be properly ruled or managed and from this concept emerges the idea of administration.

Public Administration is not only known as merely a form of governance or the implementation
of public policy but the overall process on how well people residing within the State are manage
as a whole. From the word itself, "Public" concerning the people; open to all members of a
community, especially, provided by national or local authorities and supported by money from
taxes. And "Administration" which is the management of any office, business, or organization;
 a form of direction or nearly within reach, the function of a political state in exercising its
governmental duties.
Henry, N. (2017). Paradigms of public administration. In Public Administration and Public
Affairs (pp. 35-53). Routledge.

Nature and Scope of Public Administration

By Joseph A. Schumpeter

Public administration is the single most important aspect of bureaucracies across the
world; be it a democratic, socialist or a capitalist state, more so in a socialist state, as all aspects
of the citizen life are influenced and decided by the government.

There has been considerable shift in the way the public administration was carried out in ancient
and medieval times when the initiatives were nothing more than sporadic administrative
functions like maintaining law and order and collecting revenues with little or no welfare
activities. The people who carried out those activities were selected by the monarchs and were no
better than their personal servants.

With changing times, the objective of public administration also underwent a change and by the
nineteenth century; an organized approach to public servants and public administration was
adopted. This approach was based on an exhaustive legal framework replacing the patriarchal
and hereditary function with bureaucracy.

The advent of this new approach to public administration happened due to many reasons. The
foremost being the Industrial revolution. With Industrial Revolution, the Government forayed
into trade and commerce, which was followed by Imperialism, Nationalism and Internationalism
which added on to the widening avenues of Government duties and responsibilities.

The times today are again vastly different from what existed a century ago and once again
the scope of public administration has also undergone a shift, it’s difficult to decide
whether it is paradigm or not. However, the increasing awareness amongst people especially in
the developing countries [for e.g. The Right to Information Act or RTI act in India] and an
acquired knowledge of rights, privileges and laws amongst the people of developed countries
[for e.g. the debates on The Health Care and Education Reconciliation Act of 2010] have thrown
new challenges for the public administrators and policy makers.

The demand for unified national services, the conflicting interests between the various economic
sections of the society and with global migration and subsequently globalization; the protection
of the interests of the multi-ethnic groups of the society have kept the public administrators
occupied.

Administration matters so much because it is not enough to make policies and laws on paper.
The interpretation and translation of those policies and laws into actions and carrying them out is
the difficult part. The public administrators therefore have to play an important role in running
the government as machinery. Bureaucracy has often been sneered and ridiculed at but if the
administrative work is stopped, nothing really would be happening.

In almost all the countries the number of people employed in public administration work is
appalling like in USA the figure roughly stands at 2036000 civilians excluding the employees of
Congress and Federal courts, in England the figure runs into several thousands and in India the
civil services exam itself draws lakhs and lakhs of applicants while the selection percentage is
meager [for e.g. the 2006 numbers for selection in the UPSC was 383983 applicants and 474
actually recommended for posts.]

The various important roles that public administration plays, the most important one are
implementing laws and policies and acting as their adjudicators. It is therefore important that the
reader approaches the study of public administration with an open mind and without prejudices
to appreciate the full nature, role, importance and relevance of the bureaucracy.

https://www.managementstudyguide.com/public-administration-nature-and-scope.htm

Difference between Public Administration and Private Administration

By: Sambit

This article will help you to differentiate between public administration and private
administration.
People very often talk about private administration and public administration. What is private
administration? Though it is difficult to define it, generally it is said that the management or
administrative system of a non-governmental organization may reasonably be called private
administration. Private organizations are those concerns which are governed by their own rules
and regulations and in their day-to-day affairs the state authority does not interfere.

A private administration is not always accountable to the general public whereas a public
administration is accountable to the competent authority. It is not correct to say that a private
organization owes no responsibilities to people or society. The fact is that the nature and extent
of private organizations responsibility is less spectacular. There is another difference.

A public administration has political character. It is managed by government and a change in the
colour of government creates an impact upon the management of administration. Not only this,
but many departments of public administration are also headed by ministers or members of
legislatures. In private administration, the government has hardly any say. Parliament makes
rules for the management of all private organizations and this much.

The administrators of public administration must pass through strict selection rules. Once
appointed the members of public administration can continue in service until retirement. Of
course, gross indiscipline, or moral degeneration etc. are different. For these offences persons
may face disciplinary action. In a private organization there is hardly any security of service. The
policy of hire-and-fire is very frequently applied.

There is another difference. All private organizations are guided by profit motive. Private
farmland industries are set up mainly to earn profit. On the opposite there is public
administration whose motive is public service to ensure the welfare of the society. It is not
correct to say that the organizations do not make any profit or ignore the profit-motives
Organizations under the state control make profit only for running the concern.
Everywhere the institutions under public administration strive for public welfare and they
provide service even at huge loss. To sum up, in one case, profit is the motive force and in
another to provide basic service and to free the citizens from day-to-day necessities.

Because of motive and character public administration is broad and guided by philanthropic
motive. But the private administration does not fall in this category. One critic rightly says that in
private administration uniformity in treatment is always neglected. That is, preferential treatment
is normal way of all private organisations. On the other hand, the state-controlled farms or
institutions do not venture to adopt preferential treatment. The decision or wish of the highest
authority is final.

Another difference is, in private organization, the predominance of law is practically absent and
because of this the employees enjoy more freedom. On the other hand; in a government
organization there is an excessive domination of law and this curtails the freedom of members or
employees. Large number of energetic persons of public administration prefer private
institutions. Because of their love for freedom these persons do not take to public administration.

In liberal democratic countries such as USA, UK etc. most of the organizations are run or
managed by private persons. The private organizations are always run efficiently. Whereas the
employees of the government organization know that strict adherence to law is enough.

https://www.yourarticlelibrary.com/public-administration/difference-public-administration/
difference-between-public-administration-and-private-administration/63418

Public Sector Leadership: An Emerging Subfield of Public Administration

March 2020

By: Tim A. Mau

This article provides a brief overview of the state of the literature on public sector leadership,
particularly the contributions that have been made by the Canadian public administration
community. It also identifies future research trajectories. It is argued that with the proliferation of
research studies over the past two decades, public sector leadership has gained traction for
recognition as a distinct subfield of public management and administration. Moreover, while the
contributions of Canadian public administration scholars to the theory and practice of public
sector leadership have been modest, there are many opportunities for them to advance this
frontier of knowledge.

In a recent article by Tim Mau (2020) he highlighted that with a burgeoning of research studies
over the past two decades public sector leadership has gained traction for recognition as a
distinct subfield of public management and administration. He argued a number of important
research lacunae remain. ...
... The findings of this study also have important implications for private sector leaders migrating
to public sector organisations specifically surrounding the issue of transparency and performance
appraisal system. In various studies by Mau (2009Mau ( , 2017Mau ( , 2020 this study also
illuminates the policy or managerial implications for future research agenda. Key breakthrough
solutions for the public sector like those highlighted by Mau (2002), for example, mentioning for
the human resource management (HRM) practices that could help in selecting, training and
developing the right person for the leadership position who even with rigid structure of the
public sector, the rules and regulations persistence, but with the charisma and ethics could have
led to changes in work behaviour and bring about customer-orientation to the public sector
employees to be more focused on their effective services to the clientele.
https://www.researchgate.net/publication/
337603562_Public_Sector_Leadership_An_Emerging_Subfield_with_Tremendous_Research_Potential

Policy Analysis in Public Administration

By: Peter J. May

January 9, 2020

Policy analysis is a process of examining and evaluating the social, ethical, financial and other
consequences inherent in current and proposed policies at the local, state and federal levels and
developing the most effective and efficient plans to achieve the desired results.
“Policy analysis plays an important role in helping to define and outline the goals of a proposed
policy and in identifying similarities and differences in expected outcomes and estimated costs
with competing alternative policies,” Encyclopedia Britannica explains. “Many public policies
are designed to solve both current and future problems, and thus policy analysis attempts to
forecast future needs based on past and present conditions.”

An online Master of Public Administration program, such as Ohio University’s online MPA, can
provide the skills and background necessary for career success. Ohio’s program includes public
administration classes such as Policy Analysis for Public Affairs and Leadership that offer an in-
depth understanding of the critical relationship between policy analysis and public
administration.
https://onlinemasters.ohio.edu/blog/policy-analysis-in-public-administration/

Lesson 2

DEVELOPMENT AND COMPARATIVE PUBLIC ADMINISTRATION: PAST, PRESENT,

AND FUTURE
By: ALI FARAZMAND
Public administration is as old as human civilization and development administration has been an
integral component of historical administrative traditions. In fact, development administration
has always been a thriving subfield of public administration. While comparative public
administration as a field of study is a more recent enterprise, its origin may also be traced to
ancient times. Both development and comparative components have constituted the twin fields of
public administration theoretically and practically. Their development as fields of study has
proliferated since World War II and reached a peak during the 1960s with the Comparative
Administration Group (CAG) under Fred Riggs' leadership and the Ford Foundation's
sponsorship. Despite major achievements, comparative and development administration
experienced a major decline in both academic and funding support in the 1970s. However, a
resurgence of interest in both subfields of public administration has emerged since the 1980s and
the number of major scholarly works in these areas is impressively increasing. This trend will
continue with significant contributions to the knowledge in public administration as the new
millennium approaches. This article reviews briefly the past and present situation of the twin
fields and discusses several trends, developments, and issues that will shape these subfields of
public administration in the future. It is argued that, in the future, public administration will be
both global and comparative.
https://www.jstor.org/stable/40861684

The Birth of Philippine Public Administration: In the Shadow of the USA

By: MARIA PILAR M. LORENZO
However, even if America’s history may have its own string of victories, its veneer of
friendliness found in the Philippines’ “benevolent assimilation” (President McKinley) was
tainted by their vested interests. The USA tried to re-build the Philippines in such a way that the
latter could still be under its influence. Some of these manipulative and abusive practices are
found in the following: providing equal rights and privileges to American corporations and
citizens in the Philippines (for instance, American capitalists could utilize Philippines’ resources
just like the natives were); having provisions to dump American surplus goods to the once-
colonized country; deploying of American “advisers” in the Philippine government who
advocated for pro-US moves (such as obtaining deals/projects for American contractors in the
Philippines); using of development-related institutions like the International Monetary Fund
(IMF), World Bank (WB) and US Agency for International Development (USAID) to safeguard
the geo-political interests of America – in the words of Pres. John F. Kennedy, aid is “a method
by which the US maintains a position of influence and control around the world” (IBON, 2016).

The affinity of the country’s policies to the USA has inevitably permeated other aspects of life as
well. The so-called “little brown Americans” have become so unreasonably fond of whatever
American there is – from Duty-free products to TV programs to standard of beauty, and so on.
With educational textbooks that bear anti-nationalistic texts such as “I was poorly born on top of
a mountain”, this colonial mentality has created a form of alienation of Filipinos from their very
own race (de Leon). Hence, the connotation that has been produced is that whatever American is
automatically superior, and whatever local is inferior.

As the history of colonization cannot be undone anymore and consequently its effects on the
colonized country, what can be undertaken is to continuously tread the quest of national identity
despite the mediation of foreign influences and to continuously chart out the road to a greater
degree of authentic freedom. Having no strings attached to any nation in an absolute sense may
be utopian as all countries are naturally doing trade to other territories in this highly globalized
world. But suffice it to say that a more independent foreign policy could be embarked upon, and
not to be excessively tied to a singular dominating power. Given the pros and cons of following
the American tradition of Public Administration, the battle is to assert what is originally Filipino
and to adopt and localize as well the best practices from the colonizers.
https://shabka.org/blog/2018/01/07/birth-philippine-public-administration-shadow-usa/
Public Administration: Organizational Aspects
By: Judy Johnston
Public administration is the term traditionally used to define the formal arrangements under
which public organizations serve a government, ostensibly in the public interest. The
development of the public administration model dating from the mid-1800s to the early 1900s
was influenced primarily by Weber's theory of bureaucracy, Northcote and Trevelyan's
recommendations relating to the establishment of a professional civil service in Britain, and
Woodrow Wilson's ideas in the United States for the separation of policy from administration
(Hughes, 1994). Other managerial theories and concepts over the years have been relevant
including Taylor's scientific management and Simon's rational decision-making. Since the 1980s,
the traditional model of public administration has been largely rejected by governments in favor
of a more focused managerialist model based on private-sector practice, within the context of a
market-based economic model of public organization. In more recent years, there have been
attempts to balance the economic focus with a renewed emphasis on public organization creating
public value. This contribution will first examine the traditional model of public administration
including the conceptual and theoretical bases and how this affected organizational aspects.
Second, it will explore how and why there has been a paradigm shift from public administration
to public management. Third, it will consider future trends.

Public administration is the term used to define the formal procedural and organizational
arrangements under which public employees serve a government, by implementing and advising
on policy, and managing resources. Organizational aspects refer to both the overall structures as
well as the relationships that occur within public administrations. This could include: The
organizations that make up a civil service, sometimes referred to as the machinery of
government; internal organizational arrangements; and/or organizational behavior. Thus,
organizational aspects can be studied in a broad sense or within several defined fields. This
contribution covers organizational aspects, widely interpreted.

Beyond public administration as a discrete body of knowledge, organizational aspects can be

examined through other theories and practices relating to, for example, political science, public
policy, sociology, economics, and management. In this sense, each area of study has its own
theories and concepts. Furthermore, each state has its own history, organizational form, and
approach, although there are many universal, common elements, which have developed through
the international transfer of ideas. New governments, formal review processes, focused research,
and events have often stimulated notable change. Therefore, the area of public administration is a
difficult area to research, and over the years studies have been largely descriptive rather than
empirical.
For this article, organizational aspects of public administration are examined as four phases of
development and evolution, representing important paradigm shifts or prospective shifts. These
are the premodern, modern, postmodern, and virtual/supranational phases. Critical issues relating
to the theories, models, trends, and practices of organizational aspects of public administration
during these times are explored.
https://www.sciencedirect.com/topics/social-sciences/public-administration

Theory and Practice of Public Administration in the Philippines: Concerns for an Identity Crisis
By: Alex B. Brilliantes Jr.
The discipline of public administration in the Philippines has been undergoing its version of an
‘identity crisis’ over the past decade. This crisis has been manifested in four areas: (1) the
inordinate influence of mostly American public administration theories and concepts upon
Philippines public administration has led Filipino academics in the early to mid-1980s to ask the
question ‘is there a Philippine public administration?’; (2) the perceived disconnect between
theories of public administration as taught in schools and the realities in the outside world has
raised questions of the relevance of the discipline to real world challenges; (3) the continued
frustration over the perception that in spite of many public administration and governance
reforms, the Philippines continues to be among the more corrupt nations in the region; and (4)
the recent fascination of academics in other disciplines, especially economists, that ‘institutions
matter’, has led some public administration scholars to argue that their discipline has been
arguing precisely the same point since the 1950s.
https://www.tandfonline.com/doi/abs/10.1080/02185377.2013.793562

Legitimizing Public Administration: A Disturbed Dissent

By: Theodore J. Lowi
Public Administration Review has been the premier journal in the field of public administration
research and theory for more than 75 years and is the only journal in public administration that
serves academics, practitioners, and students interested in the public sector and public sector
management. Articles identify and analyze current trends, provide a factual basis for decision
making, stimulate discussion, and make the leading literature in the field available in an easily
accessible format.
https://www.jstor.org/stable/3110134

LESSON 3
Develop Administration
By Frank L. K. Ohemeng
Department of Public Administration, Collegeof Law, Commerce & Public Affairs,
IncheonNational University, Incheon, South Korea
The Emergence of Development Administration
Development administration, then, is a post-Second World War concept. It emerged with the
decolo-nization of many countries in Africa and Asia, aspart of the ripple effect of the war in the
1950s.The war made these countries globally more significant, inasmuch as some had
participated on behalf of their colonial masters. Its aftermath sawagitation for better public
service delivery and, in some cases, public service jobs. Before it, colonial authorities had largely
ignored the development of their colonies. In some cases the clamor for better public services
and jobs generated civilunrest and the demand for independence. Achieving independence,
however, did not solve these countries’ problems. The government machinery, particularly the
bureaucracy, was inadequate, and faced tasks it had not been set up toper form. Creating an
effective governmental sys-team, with an efficient and capable bureaucracy that could meet these
developmental needs, then became paramount. Development administration thus emerged outof
the realization that governments and their bureaucracies in less-developed countries needed tobe
recreated and revitalized as a prerequisite for transforming those societies. It became both an
academic discipline and a prescription for imple-menting and administering government
programs for economic development (Hope 1984: 64), as scholars, particularly in the United
States, and the United States government grappled with the problem of how to build such
bureaucracies. This thinking was necessary in view of the fact that these newly emerged
independent countries faced the mammoth tasks of nation building, and consequently needed
civil service institutions with the skills to undertake core development functions, including the
generation of policy and program alternatives in different sectors, program planning,
implementation monitoring, and service delivery and access. Administration in newly
independent countries was sadly wanting in its capacity to meet these demands of independence,
nor could the transfer of public administration from the Western developing countries into the
mainstream in the USA, assisting these scholars in achieving their objective of spreading
American development to those countries. According to Schaffer (1971), the group’s interest in
the relations between public administration and politics was formulated on the premise that “a
live and vital public administration’s a necessary instrument of government and politics, and a
comparatively beneficent source of welfare. The second point was that there could and should be
a new version of that instrument, to be called development administration: which was, perhaps,
public administration when it became an instrument in the hands of governments “every-where
“who were “struggling to improve the lot of man”(328).For the CAG, understanding the nature
and development of these newly emerged countries and how they could overcome their
developmental problems called for understanding the context and the environment in which
established public administration institutions operate. They thus be-levied that transplanting the
American public administration system was unnecessary from both the theoretical and practical
points of view. ManyCAG scholars found the kind of technical assistance developed by the
United States, for example, inapplicable in these countries, although they unanimously agreed
about the relationship between politics and public administration and how the two can be used in
governing society. They thus questioned the application of American public administration as
part of the overseas technical assistance programs of the United States government. At the same
time, they agreed that it was important not only to find more appropriate frameworks of analysis
but also to carry out empirical studies and operational programs. The need to develop different
theoretical and empirical frameworks to understand these societies led Riggs (1964), for
instance, to develop his Prismatic Society idea. In less-developed countries people hold two
different sets of ideals –what he called traditional, relatively fused traits, and relatively diffracted
traits –at the same time, and they are in constant conflict. Unfortunately, as noted by Hope
(1984), the “conflict between the two is not often articulated, but is recognized by policies,
programs, and projects to serve development purposes. It indicates the complex of the agencies,
management systems, and processes a government establishes to achieve its development goals.
It thus encompasses the organization of new agencies, such as planning organizations and
development corporations, the orientation ofestablished agencies, such as departments of agri-
culture, the delegation of administrative powers to development agencies, and the creation of a
cadre of administrators who can provide leadership in stimulating and supporting programs of
social and economic improvement (63–64).According to the dominant premise of development
administration, there are significant and fundamental differences between the public
administrative process in less-developed countries and undeveloped ones. In many respects, the
notion of development administration questions the relevance of classical or traditional systems,
concepts, and methods of public administration to the demands and challenges in less-developed
countries. For instance, there are those who doubt the relevance of the classical Weberian
bureaucratic model to those demands. The argument is that having evolved from the experience
of Western developed countries, they were not designed to be responsive to them. The theme of
development administration was therefore to develop the administrative capacities of these
societies on the premise that economic development can only be achieved with better
administrative capabilities. Development admin-situation scholars conceived of administrative
capability as involving the ability to mobilize, allocate, and combine the actions that are
technically needed to achieve developmental objectives. It should be about civil service structure
and extra-governmental institutions. Such capabilities were concerned with the deliberate or
artificially induced acceleration (predominantly by public authorities) of growth processes,
national goals, and mod-erization and action programs, with attention to normative prescriptions
and value judgements concerning the direction of change. The idea was thus attuned to the
problems and needs of developing societies, stressing the setting that provides the political,
economic, cultural, and historical context within which administration functions.
https://www.researchgate.net/publication/318296955_Development_Administration

New Public Administration

New Public Administration in Britain
By John Greenwood, Robert Pyper and David Wilson
This text follows the publication in 1984 of Public Administration in Britain and in 1989 of
Public Administration in Britain Today. While in one sense it updates those texts, in another it
represents a completely new analysis. The theme of those earlier editions, the dynamic nature of
British public administration, was borne out with a vengeance in the 1990s, so much so that it
quickly became clear that simply writing a ‘new edition’ would not suffice. The British public
sector changed so dramatically during the 1990s that a completely new text was required, hence
the title, New Public Administration in Britain.
In all parts of the public sector, and all parts of the United Kingdom, substantial change has
occurred since the end of the 1980s. In 1989, for example, the Next Steps initiative was still in its
infancy; today it embraces over three-quarters of the civil service. In local government the
community charge was still to be introduced in England, the tortuous structural reorganization of
the 1990s had not begun and talk of elected mayors and ‘cabinets’ was not even on the horizon.
In Scotland and Wales, the prospect of devolution had considerably receded and devolved
assemblies were little more than subjects for speculation. While the New Public Management
revolution was already under way, we were still to witness developments such as the Citizen’s
Charter and Best Value.
The changes which have occurred in the public sector are readily apparent from even a cursory
glance at this text and its predecessors. For example, the 1980s texts contained chapters on ‘Co-
ordinating central administration’, ‘The cabinet system’ and ‘Administering public ownership’;
the present one covers instead ‘The core executive’ and ‘Privatization and the regulatory state’.
In place of the former ‘Regional administration’ chapter there is now an entirely fresh one
entitled ‘multi-level governance’. Even the vocabulary of discussion reflects change. Terms such
as ‘modernization’, ‘fragmentation’ and ‘joined-up government’, which figure prominently in
this text, were barely mentioned in the earlier editions. Concepts such as ‘governance’,
‘hollowing out’ and ‘post-Fordism’, which inform current debate, were largely absent twelve
years ago.
It is not simply that new developments have created new institutions, terms and concepts. In
the years since the previous editions were published even the certainties of the past have come to
be questioned. Whereas in the past we discussed whether local government or the civil service
needed reforming, today we ask whether we have local government or local governance, and
whether the civil service still exists. While in the 1980s we asked whether the discipline of public
administration should be approached differently from the study of business, in the 1990s we
asked with Rhodes (1991, p. 534) the ‘troubling question: “What is Public Administration?”’
In trying to understand these changes, students and practitioners have been assisted by the new
resources brought into play by the passage of time. For example, internet based sources now
offer a vast amount of readily accessible information, and we have not only utilized this in
writing the text but identified it wherever possible as a learning resource. We have also sought to
retain something of the structure and approach of earlier texts, presenting the subject wherever
possible from the perspective of authoritative writings which provide a reference point for
readers seeking more detail. Sections specifically identifying further reading have also been
added and, where appropriate, exhibits provide fuller information.
This text is very much a collective effort. The bulk of it was written during 2000, although later
material was added where this became available. One particular challenge was that much
material issuing from the ESRC Whitehall Programmed was actually being published while the
text was being written, which meant that only part of this valuable material could be used. In
other cases, developments such as implementation of the Wilson Report into the civil service
were ongoing during the writing period, and this inevitably sometimes made analysis difficult.
We are conscious that we are indebted to numerous other people who kindly helped in various
ways. Particular thanks are due to Dr David Richards (University of Liverpool) who read and
commented most helpfully upon the initial draft of the first four chapters; and Professor Rob
Baggott of De Montfort University who did likewise with the material covering the National
Health Service. Professor Peter Berberis of Manchester Metropolitan University, Dr Michael
Duggett (Secretary General of the International Institute of Administrative Sciences) and
Professor Vivien Lowndes of De Montfort University also gave very helpful comments and
advice. Thanks are also due to the librarians of De Montfort University’s Scrap Toft Campus and
to the excellent secretarial staff within the University’s Department of Public Policy for help in
preparing the manuscript. Stephen Greenwood also provided assistance on innumerable
occasions when his father’s word-processing skills proved deficient. Mark Kavanagh of
Routledge gave us much encouragement and spurred us on to meet deadlines which otherwise
would have proved impossible. In the final analysis, of course, responsibility for any errors or
omissions is ours and ours alone.

https://www.taylorfrancis.com/books/mono/10.4324/9780203996898/new-public-administration-
britain-john-greenwood-robert-pyper-david-wilson

New Public Management

The new public management: Canada in comparative perspective
By Peter Aucoin, Aucoin Peter
Institute for Research on Public Policy, 1995
This is a book which needed to be written. Moreover, it is a book which needs to be read not
only by students of public administration and public policy but, more importantly, by students of
political science. The" new managers" and the" neo-conservatives" and the" reformers" and"
deformers" of governments across Canada have had their will and their way with the role of
government, governance, the institutions of governing and those who administer on behalf of the
public. Where has the political science community been throughout this onslaught?
Aucoin covers an immense territory in this book and while his theme is fairly consistent he often
engages in much of the same activity he is so keen to reproach. The essential theme of the book
is a comparative review of the management of government in four Westminster systems
(Canada, the United Kingdom, Australia and New Zealand). And, while Aucoin does make the
effort to be" comparative," there is no consistent framework and, thus, all too often his
comparisons are more like" daub and wattle" construction—bits and pieces of information strung
together under the broad rubric comparative. Yet the argument, insofar as it pertains to Canada,
is well structured. Like many of us, Aucoin is distressed by the bureaucracy bashing which has
characterized much of the contemporary style of governance. Aucoin begins with a review of
two basic concepts, responsible government and the dynamics of political parties, and" good
government" secured through a nonpartisan and professional public service. Herein lies a little
nugget, for Aucoin notes that one of the problems faced by contemporary public managers is that
the" partisan ideologies" of political parties have been replaced by the mantra of rational decision
making and its accompanying public policy technology. In a chapter titled" Renewing the
Profession of Statecraft" Aucoin analyzes that which many of us in Canada have known for some
time. Under the Mulroney government, the federal public service as a professional entity was
undermined. Personalization of senior staffing, for example, utterly divorced responsibility and
trust. The irony, of course, is that Brian Mulroney and his cohorts had convinced themselves that
they knew how to manage government and public policy. Yet, in retrospect, much of what
transpired under Mulroney's direction led to versions of chaos. Aucoin explores the interesting
dysfunction which began to emerge in governance in the 1970s. As government functions both
increased and became more interrelated and complex, executive decision making became
increasingly more fragmented while management and administration became much more
centralized. Cabinet committees resembling at times miniature cabinets proliferated while central
agencies became dominant players. Sight was lost of the essential point that" management"
involves both decision-making responsibility and administrative activity. The" new public
management" is an effort to accommodate new roles for government with new styles of public
service.
https://scholar.google.com/scholar?
start=10&q=article+for+new+public+management&hl=en&as_sdt=0,5#d=gs_qabs&t=16700299
03776&u=%23p%3DoBLf5FJrtOAJ

Public Administration as Governance

By R. A. W Rhodes
Department of Politics
University of Newcastle
Newcastle-upon-Tyne
NE1 7RU
This chapter identifies seven uses of the term ‘governance’ in Public Administration: the
minimalist state, corporate governance, the new public management, good governance,
international interdependence, socio-cybernetics, and networks. It shows governance ‘in
action’ through two stories of what governance looks like from the top (management) and the
bottom
(users). It uses these stories to identify and illustrate five problems posed by governance for
Public Administration: fragmentation and co-ordination, steering, accountability, marketizing
ethics, and indirect management. It discusses six broad questions which governance must
address. Is governance new? Has the centre been hollowed out? How do we explain the growth
of governance? How does the centre manage networks? What are the implications of
governance for representative democracy? Is governance failure inevitable? Finally, I provide a
broad assessment of the potential and limits of the governance approach.
Over the years, the study of Public Administration has seen many fashions come and go. Often
fun, sometimes instructive, rarely long lived, this chapter focuses on the currently fashionable
notion of 'governance'. It is widely used, supplanting the commonplace 'government', but does
it have a distinct meaning? What does it tell us about the challenges facing Public
Administration in general and British government in particular?
The coming of the New Right with its love of markets heralded lean times for Public

Administration. Long concerned with the design of public institutions, especially with creating
efficient and democratically controlled bureaucracies, it found its prescriptions roundly
rejected for private sector management skills and marketization. Bureaucrats were self-serving
producers who sought to maximize the agency budget. The public interest was a myth.
Students of Public Administration were sidelined, reduced to commenting on changes
pioneered by others. Governance is part of the fight back. It is a description of the unintended
consequences of corporate management and marketization. It is a response, therefore, to the
perceived weaknesses of marketization. Also, marketization fragmented service delivery
systems drawing in actors and organizations from the public, private and voluntary sectors. The
networks so central to the analysis of governance are a response to this pluralization of policy
making and governance is an argument for mixing governing structures; markets, hierarchies
and networks. Finally, the governance literature grapples with the changing role of the state
after the varied public sector reforms of the 1980s and 1990s. In the UK context, where there is
no state tradition comparable to the continental tradition of Rechtshaid, governance explores
how the informal authority of networks supplements and supplants the formal authority of
government. The governance literature explores the limits to the state and seeks to develop a
more diverse view of state authority and its exercise.
https://scholar.google.com/scholar?
start=10&q=article+for+new+public+management&hl=en&as_sdt=0,5#d=gs_qabs&t=167002
9903776&u=%23p%3DoBLf5FJrtOAJ

Challenges to Public Management and Governance

By Judy Whitcombe
Public sector reform has captured the attention of politicians, academics, and researchers in all
western democracies since the 1970s. While there were cells of activity and change in many
countries, there did not appear to be any universal embracing theme, theory or collection of
theories until the literature started to focus on the notion of a new style of governance which
became known as the New Public Management, or NPM.
The origin of the term ‘New Public Management’ and its appearance in literature has been the
subject of some debate. In his review of NPM, Barzelay acknowledged NPM as an international
trend and stimulated by ‘two seminal articles’, by Aucoin (1990) and Hood (1991). He
considered that NPM ‘[i]s a shorthand expression used by scholars and professionals to refer to
distinctive themes, styles and patterns of public service management that have come to the fore
within the past two decades, notably in the United Kingdom, Australia and New Zealand’
(Barzelay, 2001, p.xi).
NPM consists, essentially, of two sets of ideas: economics-based theories and managerialist
systems. The theories which initially underpinned NPM, public choice theory and agency theory,
and transaction-cost analysis had their origin in the discipline of economics and were referred to
as the ‘new institutional economics’ (Boston, 1996). Public choice theory had an influence on
institutional design in several jurisdictions, and the application of one aspect resulted in the
restructuring of government sector agencies to separate policy ministries from operational
departments. Agency theory clarified the relationship between principals and agents and focused
on accountability relationships. In New Zealand it was used to codify the relationship between
chief executives and ministers under the State Sector Act 1988. The other component of NPM
was the managerialism movement, which imported generic private sector management practices
into the public sector to improve performance and increase efficiency and accountability.
and criticism of the Treasury approach – the Treasury advocates of reform did not envisage a
total take-up of the separation of policy and operations and urged a case-by-case approach. There
was a caution against that too rigorous a separation which could result in the development of
inappropriate policy: ‘Policy advice, divorced from considerations of reality, is bad advice’
(Treasury, 1987, p.77).
In their paper to the 1988 conference of the New Zealand Institute of Public Administration,
Bushnell and Scott cautioned that the presumption of the separation of policy control from
operational functions would need to be tested against a possible need for a high degree of
involvement in operations for informed advice. In interviews undertaken, both these authors
repeated the view that each situation should be assessed separately, but noted that, instead,
separation had been applied regardless of the circumstances. A ‘one size fits all’ approach had
been taken instead of a discussion on the strengths and weaknesses of each case, and once an
idea had been ‘wholesaled’ it became doctrine.
https://scholar.google.com/scholar?
start=10&q=article+for+new+public+management&hl=en&as_sdt=0,5#d=gs_qabs&t=16700299
03776&u=%23p%3DoBLf5FJrtOAJ
LESSON 4

Profiling the Philippine administrative

The Legal Basis of Public Administration
By Professor D. Rosenbloom
The course analyzes the legal framework for contemporary public management in the
United States. It covers the principles of federal constitutional and administrative law that govern
public administrators' decisions, actions, and operations. It shows how and why legal
requirements must be integrated into general administrative processes, practices, and systems. It
provides students with the non-technical constitutional competence welcomed by the U.S. Office
of Personnel Management and required by the federal courts. Attention is devoted to the fit
between and U.S. constitutional/administrative law and contemporary administrative theory,
including competitive sourcing and public-private partnerships. Although the course deals with
U.S. law, many of the issues discussed are pertinent to other political and administrative systems.
Several of the cases and issues analyzed involve public employment, but the course does not
focus specifically on public sector human resource management law.
The course analyzes the legal framework for contemporary public management in the
United States. It covers the principles of federal constitutional and administrative law that govern
public administrators' decisions, actions, and operations. It shows how and why legal
requirements must be integrated into general administrative processes, practices, and systems. It
provides students with the non-technical constitutional competence welcomed by the U.S. Office
of Personnel Management and required by the federal courts. Attention is devoted to the fit
between and U.S. constitutional/administrative law and contemporary administrative theory,
including competitive sourcing and public-private partnerships. Although the course deals with
U.S. law, many of the issues discussed are pertinent to other political and administrative systems.
Several of the cases and issues analyzed involve public employment, but the course does not
focus specifically on public sector human resource management law.
The course analyzes the legal framework for contemporary public management in the
United States. It covers the principles of federal constitutional and administrative law that govern
public administrators' decisions, actions, and operations. It shows how and why legal
requirements must be integrated into general administrative processes, practices, and systems. It
provides students with the non-technical constitutional competence welcomed by the U.S. Office
of Personnel Management and required by the federal courts. Attention is devoted to the fit
between and U.S. constitutional/administrative law and contemporary administrative theory,
including competitive sourcing and public-private partnerships. Although the course deals with
U.S. law, many of the issues discussed are pertinent to other political and administrative systems.
Several of the cases and issues analyzed involve public employment, but the course does not
focus specifically on public sector human resource management law.
The course analyzes the legal framework for contemporary public management in the
United States. It covers the principles of federal constitutional and administrative law that govern
public administrators' decisions, actions, and operations. It shows how and why legal
requirements must be integrated into general administrative processes, practices, and systems. It
provides students with the non-technical constitutional competence welcomed by the U.S. Office
of Personnel Management and required by the federal courts. Attention is devoted to the fit
between and U.S. constitutional/administrative law and contemporary administrative theory,
including competitive sourcing and public-private partnerships. Although the course deals with
U.S. law, many of the issues discussed are pertinent to other political and administrative systems.
Several of the cases and issues analyzed involve public employment, but the course does not
focus specifically on public sector human resource management law.
The course analyzes the legal framework for contemporary public management in the
United States. It covers the principles of federal constitutional and administrative law that govern
public administrators' decisions, actions, and operations. It shows how and why legal
requirements must be integrated into general administrative processes, practices, and systems. It
provides students with the non-technical constitutional competence welcomed by the U.S. Office
of Personnel Management and required by the federal courts. Attention is devoted to the fit
between and U.S. constitutional/administrative law and contemporary administrative theory,
including competitive sourcing and public-private partnerships. Although the course deals with
U.S. law, many of the issues discussed are pertinent to other political and administrative systems.
Several of the cases and issues analyzed involve public employment, but the course does not
focus specifically on public sector human resource management law.
The course analyzes the legal framework for contemporary public management in the
United States. It covers the principles of federal constitutional and administrative law that govern
public administrators' decisions, actions, and operations. It shows how and why legal
requirements must be integrated into general administrative processes, practices, and systems. It
provides students with the non-technical constitutional competence welcomed by the U.S. Office
of Personnel Management and required by the federal courts. Attention is devoted to the fit
between and U.S. constitutional/administrative law and contemporary administrative theory,
including competitive sourcing and public-private partnerships. Although the course deals with
U.S. law, many of the issues discussed are pertinent to other political and administrative systems.
Several of the cases and issues analyzed involve public employment, but the course does not
focus specifically on public sector human resource management law.
The course analyzes the legal framework for contemporary public management in the
United States. It covers the principles of federal constitutional and administrative law that govern
public administrators' decisions, actions, and operations. It shows how and why legal
requirements must be integrated into general administrative processes, practices, and systems. It
provides students with the non-technical constitutional competence welcomed by the U.S. Office
of Personnel Management and required by the federal courts. Attention is devoted to the fit
between and U.S. constitutional/administrative law and contemporary administrative theory,
including competitive sourcing and public-private partnerships. Although the course deals with
U.S. law, many of the issues discussed are pertinent to other political and administrative systems.
Several of the cases and issues analyzed involve public employment, but the course does not
focus specifically on public sector human resource management law.
The course analyzes the legal framework for contemporary public management in the
United States. It covers the principles of federal constitutional and administrative law that govern
public administrators' decisions, actions, and operations. It shows how and why legal
requirements must be integrated into general administrative processes, practices, and systems. It
provides students with the non-technical constitutional competence welcomed by the U.S. Office
of Personnel Management and required by the federal courts. Attention is devoted to the fit
between and U.S. constitutional/administrative law and contemporary administrative theory,
including competitive sourcing and public-private partnerships. Although the course deals with
U.S. law, many of the issues discussed are pertinent to other political and administrative systems.
Several of the cases and issues analyzed involve public employment, but the course does not
focus specifically on public sector human resource management law.
The course analyzes the legal framework for contemporary public management in the
United States. It covers the principles of federal constitutional and administrative law that govern
public administrators' decisions, actions, and operations. It shows how and why legal
requirements must be integrated into general administrative processes, practices, and systems. It
provides students with the non-technical constitutional competence welcomed by the U.S. Office
of Personnel Management and required by the federal courts. Attention is devoted to the fit
between and U.S. constitutional/administrative law and contemporary administrative theory,
including competitive sourcing and public-private partnerships. Although the course deals with
U.S. law, many of the issues discussed are pertinent to other political and administrative systems.
Several of the cases and issues analyzed involve public employment, but the course does not
focus specifically on public sector human resource management law.
The course analyzes the legal framework for contemporary public management in the United
States. It covers the principles of federal constitutional and administrative law that govern public
administrators' decisions, actions, and operations. It shows how and why legal requirements must
be integrated into general administrative processes, practices, and systems. It provides students
with the non-technical constitutional competence welcomed by the U.S. Office of Personnel
Management and required by the federal courts. Attention is devoted to the fit between and U.S.
constitutional/administrative law and contemporary administrative theory, including competitive
sourcing and public-private partnerships. Although the course deals with U.S. law, many of the
issues discussed are pertinent to other political and administrative systems. Several of the cases
and issues analyzed involve public employment, but the course does not focus specifically on
public sector human resource management law.
https://www.researchgate.net/publication/
277171281_PUAD_616_The_Legal_Basis_of_Public_Administration_-_course_syllabus
The Duterte Administration (2016-present). The

Leaders of Philippine administration

The Duterte Administration (2016-present).
Authors:
David Cababaro Bueno -Columban College Inc.
Aristeo Salapa-University of Southeastern Philippines
The 2016 Presidential Election favored Rodrigo Duterte, the mayor of Davao City. On a
populist platform, Duterte garnered support from many socioeconomic groups, notably the
middle class. Duterte pursued a War on Drugs, which the opposition, now dominated by Liberal
Party politicians sympathetic to Aquino, denounced the deaths as crimes against humanity.
Duterte's aggressive anti-drug campaign is highly appreciated because drug issues were
underappreciated under the previous two administrations. He then concentrated on
infrastructure development and the abolition of the communist insurgency by designating the
Communist Party of the Philippines-New People's Army (CPP-NPA) as a terrorist
organization, establishing an integration program for ex-rebels, and granting amnesty to those
who were eligible to join the group. With the agreement of the Moro Islamic Liberation
Front, the government expanded and empowered Muslim autonomy, replacing the ARMM
with the more powerful Bangsamoro region. As a result of the 2019 midterm elections,
the opposition lost all its senatorial candidates and only had a few victories in the lower
chamber. Economic initiatives, notably those aimed at the poor, have largely been sustained
throughout Duterte's administration. Because of this shift in politics, it's become a more
authoritarian state. Its political practices have shifted toward illiberal democracy, with legal
institutions politicized and little concern for checks and
balances.https://www.researchgate.net/publication/357899634_The_Philippine_administrative_s
ystem_A_review_of_the_past_present_and_the_future_research

An Overview of the Philippine Political System under the 1987 Constitution

Authors:
Jennifer Magno Manalo
government: the legislative and judiciary confirmed and concurred to such powers to avoid
imbalance and miscarriage of justice. The President may be removed from office through
impeachment. (See the case entitled Pres. Joseph Ejercito Estrada vs. Gloria Macapagal arroyo,
et al, G. R. Nos. 146710-15, and March 2, 2001). Under the 1987 Constitution that has been
discussed previously that also the Vice President, the Members of the Supreme Court, the
Members of the Constitutional Commissions, and the Ombudsman may be removed from office
on impeachment for, and conviction of, culpable violation of the Constitution, treason, bribery,
graft and corruption, other high crimes, or betrayal of public trust. The President and the Vice
President has the same qualifications and will serve for a fixed term of office, the President,
which is only for six years, and not eligible for any reelection, the Vice President shall serve not
more than two consecutive terms. The three branches of government such as executive,
legislative and judiciary are independent and separate from each other. Each has its own
functions to be performed, the executive as the implementer, and the legislative as the makers of
law and the judiciary as the interpreter. As discussed earlier, Justice Laurel declared that these
three branches of government are co-equal, coordinate, and co-existent with each other. They can
apply the concept of checks and balances as provided by the law. Even so, the Constitutional
Commissions which are divided into three also has its own functions and roles to play. The Civil
Service Commissions is the agency tasked to administer the whole civil service, which, in turn,
embraces all branches, subdivisions, instrumentalities, and agencies of the government, including
government owned and controlled corporations. The Commission on Elections is the agency
responsible for the enforcement and administration all laws relative to the conduct of an election,
plebiscite, initiative, recall and referendum Also conducts elections, designs the ballots, registers
political parties etc. The Commission on Audit is the agency granted the power, authority and
duty to examine, audit and settle all accounts pertaining to revenues, receipts of, and
expenditures, uses of funds and properties, owned or helps in trust by, or pertaining to the
government. The local government with the concept of devolution, decentralization and local
autonomy as well as the autonomous regions has been acknowledged in Article 10 of the 1987
Philippine Constitution. As the Constitution mandated freedom, every group or organization has
the right to express his or her grievances, opinions and views, as long as it would not go beyond
the limitations provided by the law. The various sectors and organizations, whether passive,
active, underground, secessionist, or fundamentalists in society have a major influence on
Philippine politics. The Philippine media is considered the fourth state as it can expose large-
scale anomalies. The summary is based primarily on the discussions presented.
https://www.researchgate.net/publication/
37359677_An_Overview_of_the_Philippine_Political_System_under_the_1987_Constitution

Local Government Units in the Philippines

Authors:
Rufo R. Mendoza- Asian Institute of Management
Internal auditing is gaining more and more recognition as an important tool for improving
organizational performance. In many countries, both public and private sectors advance internal
audit as a profession, process and body of knowledge. The Philippines is one such country
having put in place the policy framework mainstreaming internal audit in government operations.
However, at the local level, confusion has emerged among the local government units as a result
of conflicting policy pronouncements by the national government. This paper presents a fairly
substantial description of the current state of internal audit practice and compliance to relevant
policies among Philippine local government units. Specifically, it establishes a preliminary
profile of the internal audit units within the local government units in terms of organizational
placement, staff composition, linkages and key activities. The findings indicate that the local
government units possess good potential for meeting local and international standards for
internal auditing. But this would require addressing a range of issues they are currently faced
with from compliance to rules and regulations to the need for capacity building for professional
internal audit advancement.
https://www.researchgate.net/publication/
272241925_State_of_Compliance_and_Implementation_of_National_Internal_Audit_Mandates_
by_Local_Government_Units_in_the_Philippines
The Nature and State of Local Government

AUTHORS
Tapales. Proserpina D.

This article, which is a past of the book "Local Government in the Philippines: A Book of
Readings (Volume 1)", expounds on the nature of local governments as territorial and political
subdivisions and as legal authorities providing services. In addition, it gives the salient features
and distinctions of local governments, the rationale for its existence, a review of local
government systems and discusses local autonomy. The last part relates the background,
structures and functions of local governments in the Philippines.
https://serp-p.pids.gov.ph/publication/public/view?slug=the-nature-and-state-of-local-
government