Resume
Samenvatting Public Management
- Cours
- Public Management
- Établissement
- Universiteit Gent (UGent)
Samenvatting van de colleges Professor: Bert George Ik scoorde hiermee een 15/20 op het examen.
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Aperçu du contenu
PublicManagement
2019-2020
Notes
Amber Schuurmans
,Inhoudsopgave
Introducing public management (Chapter 1)..........................................................................................5
Goals:..................................................................................................................................................5
Public administration program...........................................................................................................5
Old public administration (OPA).........................................................................................................5
New public management (NPM)........................................................................................................5
New public governance (NPG)............................................................................................................5
Examples............................................................................................................................................6
What does this mean for you?............................................................................................................6
But how? Through public management.............................................................................................6
Not one “ideal” public management..................................................................................................6
Recap..................................................................................................................................................7
The rise of Public Management (chapter 2)...........................................................................................7
Goals...................................................................................................................................................7
Recap en quiz last week......................................................................................................................7
Quiz................................................................................................................................................7
Example: Trumps wall.....................................................................................................................7
Definitions and meanings...................................................................................................................7
Different definitions........................................................................................................................7
Different meanings.........................................................................................................................8
Conclusions.....................................................................................................................................8
Organizations and development.........................................................................................................8
What makes an organization “public”?..........................................................................................8
A history of managing public ORG’s................................................................................................9
Conclusions.....................................................................................................................................9
NPM and visibility...............................................................................................................................9
NPM is not PM!...............................................................................................................................9
Visibility and types of managers.....................................................................................................9
Conclusions.....................................................................................................................................9
Recap, business game and experiment............................................................................................10
Recap............................................................................................................................................10
Competing logics: theories & tools (chapter 3)....................................................................................10
Goals of today...................................................................................................................................10
Recap and quiz..................................................................................................................................10
Quiz...............................................................................................................................................10
1
, Game............................................................................................................................................10
Experiment: nudging people…......................................................................................................10
Experiment: behavioral Public Administration…...........................................................................10
Experiment: theory.......................................................................................................................10
Experiment: debriefing.................................................................................................................11
Suriname and its government as a case study..................................................................................12
Theories, disciplines, fields and groups............................................................................................12
Theories in public management...................................................................................................12
Disciplines in public management................................................................................................12
Fields & groups in public management.........................................................................................13
Conclusions...................................................................................................................................13
Tools and logics................................................................................................................................13
Tangible tools...............................................................................................................................13
Less tangible tools........................................................................................................................13
Transferable tools.........................................................................................................................14
Multiple logics..............................................................................................................................14
Conclusions...................................................................................................................................14
Recap and planning..........................................................................................................................14
Recap............................................................................................................................................14
Managing performance (chapter 4)......................................................................................................14
Goals.................................................................................................................................................14
Recap and quiz last class...................................................................................................................15
The case of Flemish local government..............................................................................................15
Issues in Flanders?........................................................................................................................15
Solution? Managing performance…..............................................................................................15
Reforms and theories.......................................................................................................................16
Why a need for reform?...............................................................................................................16
Different types of reform..............................................................................................................16
Theories – the building blocks......................................................................................................16
Linking theories and reform..........................................................................................................17
Conclusions...................................................................................................................................17
Issues? Unrealistic rationality…....................................................................................................17
Tools and values...............................................................................................................................17
Which tools and values?...............................................................................................................17
Tools for managing performance..................................................................................................17
Businesslike systems as set of tools..............................................................................................18
2
, Values of managing performance.................................................................................................18
Conclusions...................................................................................................................................18
Example........................................................................................................................................18
Recap................................................................................................................................................18
Managing professionalism (chapter 5).................................................................................................19
Goals:................................................................................................................................................19
Recap and quiz..................................................................................................................................19
Recap............................................................................................................................................19
Managing performance gone wrong…..........................................................................................19
The case of angry Dutch teachers.....................................................................................................19
Issues in the Netherlands.............................................................................................................19
Solution: managing professionalism.............................................................................................19
Theories............................................................................................................................................20
Professionals and professionalism................................................................................................20
Theories: starting points...............................................................................................................20
Theories: building blocks..............................................................................................................20
Theories: more concrete..............................................................................................................20
Conclusions...................................................................................................................................21
Tools and values...............................................................................................................................21
Problem with sigma tools and values...........................................................................................21
Tools for managing professionalism.............................................................................................21
Values of managing professionalism............................................................................................22
Conclusions...................................................................................................................................22
Example: schools as learning org’s...............................................................................................22
Recap................................................................................................................................................22
Managing politics (chapter 6)...............................................................................................................23
Goals of today...................................................................................................................................23
Recap and quiz..................................................................................................................................23
Recap............................................................................................................................................23
Quiz...............................................................................................................................................23
The case of Georgian political volatility............................................................................................23
Issues in Georgia...........................................................................................................................23
Solution: managing politics...........................................................................................................23
The dark side of public management?..........................................................................................24
Theories............................................................................................................................................24
Theoretical underpinnings............................................................................................................24
3
, Politicized issues...........................................................................................................................24
Ambiguous and wicked circumstances.........................................................................................25
Dynamic processes.......................................................................................................................25
Conclusions...................................................................................................................................25
Example: refugee crisis and terrorism..........................................................................................25
Tools and values...............................................................................................................................25
Tools for managing politics...........................................................................................................25
Example: can’t stump the Trump..................................................................................................26
Values of managing politics..........................................................................................................26
Conclusions...................................................................................................................................26
Example: guardians of the year....................................................................................................27
Recap................................................................................................................................................27
Public management practices (chapter 7) and conclusions (chapter 8)...............................................27
Goals of today:..................................................................................................................................27
Recap and quiz last class...................................................................................................................27
Quiz...............................................................................................................................................27
Recap: Managing politics gone wrong..........................................................................................27
Public management practices...........................................................................................................28
Being a public manager in Herstappe...........................................................................................28
Putting things into perspective.....................................................................................................28
Applying contingency models.......................................................................................................28
Conclusions...................................................................................................................................28
Conclusions of the course.................................................................................................................29
New public management and beyond..........................................................................................29
The state of public management..................................................................................................29
Conclusions...................................................................................................................................29
Example: Asian vs western context..............................................................................................29
Recap of the course..........................................................................................................................29
Mock exam and question.................................................................................................................30
What do you need to know?........................................................................................................30
Exam.............................................................................................................................................30
Final comment…...........................................................................................................................30
4
,Introducing public management (Chapter 1)
Goals:
Provide clarity concerning course content, planning and examination
Knowledge: What are “Old Public Administration”, “New Public Management” and “New
Public Governance”? What is public management?
Insights: Which logics underlie these movements and what does this mean for public
management?
Public administration program
“Our mission is to inspire, motivate and train new public servants, people with a great level of public
service motivation who can help to transform the public sector in our country and abroad, towards a
more efficient, effective and democratic organization and functioning.”
Public management is about creating actual people, people who can actually implement and realize
change. It’s about making things happen or help with it. This means that they have to create public
value, but what does it mean? For this we have to go back in time.
Old public administration (OPA)
“Weberian bureaucracy” (synonym)
Professional civil servants
Equal treatment for all
Rule of law dominates
It was necessary in that time, but it has become red tape/administrative burden.
There was no government in the early 1900
Public sector had to occur at least 2 values: rule of law and offering equal treatment for all
It is still needed in some countries who aren’t that developed like Belgium à still relevant
https://www.youtube.com/watch?v=yKIE3IUkkp8&t=6s
New public management (NPM)
Reagan / Thatcher
o Reagan: “Governments are not the solution for our problems, but the problem”
o Idea: maybe we don’t need so much government
o Thatcher: “…” (shows skepticism)
Government efficiency and effectiveness (core aspects beside rule of law and equality)
Small government that runs like a business
https://www.youtube.com/watch?v=XObcP69dhCg&t=3s
Idea: we need more than the 2 public values (consequences of WOII and economic crisis)
Go too far?
o Merges of local government: zero evidence that it results in higher effectiveness and
efficiency
New public governance (NPG)
Societal needs
Outcome-focused (e.g. inclusiveness) & transparent
o Public value: added accountability and transparency
o Shifts from purely measuring effectiveness and efficiency to actually looking at
outcomes: what are you changing with your policies
Citizen participation (voice), partnership, collaboration, stewardship
5
, o Not enough to form policies for citizens and implement, the citizen takes a crucial
role in the policy process
o If we want to achieve import societal outcomes, we need to work together
European movement
It introduces additional characteristics of public value
https://www.youtube.com/watch?v=e96vrCJ6LC8&t=51s
Examples
Article UN:
Focus on bureaucracy in UN
If you want to create public value, you need to think about all the characteristics
Article Greece:
The reforms are focused on NPM values, what about quality, government outcomes, equal
treatment…
Article Klimaatmars
Example when governments go(ne) to far
What does this mean for you?
“[S]erving public needs can be a matter of producing cost-effective services for individual customers
(performance), a matter of well-trained and motivated professionals working for clients
(professionalism), or a matter of competitively or collaboratively serving societal needs (politics).”
Performance: efficiency and effectiveness
Professionalism: rule of law and equality
Politics: societal and governmental outcomes
They need to manage all of those three things in the hope of making sure that public value is
being created. That’s the role of a public manager.
But how? Through public management
“The use of organizational resources in and by public and non-profit organizations to coordinate
social efforts, so that objectives can be accomplished and public needs are met.” (definition)
Not one “ideal” public management
Competing public management logics
Performance Professionalism Politics
Resources Money, people, Experts, professionals, Ideas, attention,
materials clients political actors
Objectives and needs Private needs: Professional needs: Public needs: political
customer satisfaction, expertise, autonomy, agendas, checks and
productivity, profit craftsmanship balances, publicness
Social action and Optimization of Organizational spaces Collaboration and
coordination systems through and climate through contestation through
contracts, hierarchy associations, networks,
socialization stakeholders
Values Efficiency, Quality, reliability, Justice, solidarity,
6
, effectiveness safety legitimacy
Public management exists of three parts: performance, professionalism and politics
Video:
Planning to make government more effective
Emphasizing need for accountability and ???
Legal requirements
As public manager you have a toolbox at your disposal and use specific tools based on the
problem you need to solve.
Recap
Public management is influenced by logics underlying OPA, NPM and NPG.
Public management is thus about balancing seemingly competing logics based on the
organizational context.
A public manager needs to manage performance, manage professionals and manage politics
to do so.
The rise of Public Management (chapter 2)
Goals
Knowledge: Public management? Different meanings? Public, private and nonprofit
organizations? New Public Management? Types of managers?
Insights: What are similarities and differences between public and private management, and
between public and private organizations?
Apply: How to “change” management to fit the context of a specific public or nonprofit
organization.
Recap en quiz last week
Quiz
Public management includes (1) (2) (3)….
Public management in its definition is not about making profit, however it can occur, but it is
not the core objective.
Example: Trumps wall
Managing performance: costs, department of infrastructure
Managing professionals: people who are doing the construction, local police…
Managing politics: what would you do if your values conflicts with Trumps
=> balance these out
Gorillia government: public managers are taking control, are refusing to implement policies that
conflict with their values.
As public manager you have to make sure that you are creating something for society.
Definitions and meanings
Different definitions
Not only reaching objectives – objectives accomplished
7
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