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Samenvatting Making Public organizations work - Publiek management (F710350)
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Public management: PowerPoints
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PUBLIC MANAGEMENTPowerPoints
CHAPTER 0: INTRODUCTION (p.12-22)
1 Practicalities
Book: “making public organizations work” by Bert George
2 Introducing public management
2.1 Who?
Secretary general of NATO Head of NMBS
Jens Stotenberg Sophie Dutordoir
Director of University Antwerp Policeman
Herman Van Goethem
Public administration students graduating in Hawaii
,Public managers on different levels
1. Top public managers: responsible for their organizations
a. CEO’s if it was a company
b. Ex.: secretary general of NATO, Head of NMBS and Director of University Antwerp
2. Middle public managers: responsible for a whole department
a. Ex.: policeman
3. Line public managers: responsible for the teams within sub…
a. Coordinators
b. Ex.: students
4. Street level bureaucrats
2.1.1 Research from Hammerschmid et al (2016)
- 6.701 top EU public managers
- Different degrees
o 25% degree in business, management or economy
o 24% degree in law
o 23% degree in engineering and natural sciences
o 13% degree in political science
o 15% degree in social sciences
- Different sectors
o 21% at least 5 years in private sector
o 18% in non-profit sector
2.2 Why?
Effectiveness ≠ efficiency
- Effectiveness: look at the goal
o Ex.: goal = making cars and I’m making bikes -> not effective
- Efficiency: look at the result
o Ex.: result = 6 cars/hour or 9 cars/hour with the same labour -> 9 is more efficient
Public management public sector performance, through
- Macro-level: managing reforms, performances and values
- Meso-level: managing public organizations and networks
- Micro-level: managing street-level bureaucrats, politicians and citizens
EXTRA: statistics
Mediation: relation between a variable and 2 other variables
2.3 What?
Public management is defined as the practice* of managing macrolevel, mesolevel and microlevel
activities that enable or constrain public organizations from achieving their core purpose and
creating public value
*In other words: it’s not something that organizations have, but it’s something they do, through
- Strategic plan
- Vision
- Goals
- …
2.3.1 Different levels through the chapters/lessons
,3 Conclusions
- Public management is needed to ensure that public organizations perform optimally
- To do so, public managers need to carefully consider macro-, meso- and microlevel activities
- Public management is a multidisciplinary field of study
- Public managers have diverse backgrounds
- Public managers can have enormous societal impact (even if we don’t know it)
o When they do things wrong, society suffers
o When they do things right, we reap the rewards
CHAPTER 1: PUBLIC MANAGEMENT REFORM (p.26-41)
1 Macrolevel: managing reforms, performance and values
1.1 Good move
- The plan: regional government
- Implementation: 19 local governments
o Local autonomy
o 50 mazes: different municipalities
o Roads connect
o 5 per year so a multi-government project
o Coherence?
- Implementation bis: citizen participation to optimize urban circulation (individual citizen)
, - Policy advocacy / civic engagement: civil society (the organized citizen)
2 Public management reform
3 major reform movements
- Old Public Administration
o Early 1900s
o Law and political science
o Establish a neutral and faire government
- New Public Management
o Early 1960s
o Management and economics
o Run government like a business
- Post-new Public Management
o Early 2000s
o Sociology and psychology
o Move from government to governance
2.1 Old Public Administration (OPA)
EXTRA: Agentschap Audit Vlaanderen
- Onze maatschappelijke meerwaarde
o Via audits
o Bouwen aan vertrouwen
- Ondernemingsplan 2020 – 2025: strategische doelstellingen
o SD1 = versterken organisatiebeheersing
o SD2 = hefboomwerking
o SD5 = interne werking
2.2 New Public Management (NPM)
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