Samenvatting
Samenvatting F710350A - Public Management
- Instelling
- Universiteit Gent (UGent)
F710350A - Public Management
[Meer zien]Voorbeeld 4 van de 69 pagina's
Voorbeeld 4 van de 69 pagina's
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Door: wouter82 • 5 maanden geleden
Voorbeeld van de inhoud
SUMMARY PUBLIC MANAGEMENTInhoud
Introduction public management..............................................................................................................................5
Who.......................................................................................................................................................................5
Why........................................................................................................................................................................5
Meta analyse.....................................................................................................................................................6
What......................................................................................................................................................................6
Public management reform.......................................................................................................................................8
Macro-level: managing reforms, performance and values...................................................................................8
Three major reform movements...........................................................................................................................8
Old public administation...................................................................................................................................8
New public management................................................................................................................................10
Post-new public management.........................................................................................................................11
Multilayer reality.............................................................................................................................................12
Conclusions..........................................................................................................................................................13
Public sector performance......................................................................................................................................14
A highly controversial concept............................................................................................................................14
Performance is not always popular.................................................................................................................14
Multidimensional, multisource...........................................................................................................................14
A set of choices need to be made...................................................................................................................14
A matrix to measure performance..................................................................................................................14
Inputs-outputs-outcomes and subsequent performance dimensions (IOO model)...........................................15
Additional dimensions.........................................................................................................................................17
21st century public organisations.....................................................................................................................17
Conclusions..........................................................................................................................................................18
Competing values and goals....................................................................................................................................19
Public value versus public values........................................................................................................................19
An inherent part of public management.........................................................................................................19
Definitions.......................................................................................................................................................20
How does it link together?..............................................................................................................................20
Public values pluralism........................................................................................................................................21
Experiment: you are a public manager in a big city........................................................................................21
Reactions to public values pluralism...............................................................................................................22
Managing public values preferences...................................................................................................................22
How to manage public values preferences?...................................................................................................22
1
, Public value at different levels........................................................................................................................22
Managing public values assessment...................................................................................................................23
Experiment......................................................................................................................................................23
Assessing public values is not easy..................................................................................................................23
Conclusions..........................................................................................................................................................24
Public organizations and their environment...........................................................................................................25
Publicness............................................................................................................................................................25
Example Belfius...............................................................................................................................................26
Example Oxfam................................................................................................................................................26
Publicness has important consequences for public management activities..................................................27
Size, budget, deprivation and diversity...............................................................................................................27
Core questions pop up....................................................................................................................................28
Conceptualization of moderators....................................................................................................................28
Red tape and administrative burdens (see guest lecture Maria Tiggelaar)........................................................29
Example: SchuldHulpMaatje...........................................................................................................................29
What does this imply for public management activities?...............................................................................30
Previous performance.........................................................................................................................................31
Conceptualization of autoregression..............................................................................................................31
What does this mean for public management activities?...............................................................................31
Conclusions..........................................................................................................................................................31
Strategic management............................................................................................................................................32
Overarching model..............................................................................................................................................32
Strategy in public organisations..........................................................................................................................32
Example: ‘Brokers in social change’.................................................................................................................33
Process: strategic planning and management....................................................................................................35
Strategic planning versus management..............................................................................................................36
Content: strategic stance or position..................................................................................................................38
Prospector, defender, reactor..........................................................................................................................38
Behaviour: behavioural public strategy...............................................................................................................39
Conclusions..........................................................................................................................................................41
Performance management......................................................................................................................................42
What? Strategic alignment..................................................................................................................................42
Evident?...........................................................................................................................................................42
Multi-actor, multi-level context.......................................................................................................................43
Strategic alignment..........................................................................................................................................43
Playing god......................................................................................................................................................44
How? Process: performance measurement and management..........................................................................44
2
, Performance measurement instruments........................................................................................................46
Performance management..............................................................................................................................46
Performance-based pay..................................................................................................................................46
Precondition: about goal ambiguity....................................................................................................................46
Impact?............................................................................................................................................................47
Behaviour: behavioural public performance.......................................................................................................47
Using performance info for learning...............................................................................................................47
Cognitive bias..................................................................................................................................................47
Conclusions..........................................................................................................................................................47
Public network management..................................................................................................................................49
Inter- versus intra-organizational management..................................................................................................49
Process: network management and network governance.................................................................................49
Network management....................................................................................................................................49
Network governance.......................................................................................................................................50
Content: goal ambiguity......................................................................................................................................52
Behaviour: boundary spanning...........................................................................................................................52
Competent boundary spanner........................................................................................................................53
Conclusions..........................................................................................................................................................53
Managers and street-level bureaucrats..................................................................................................................54
Street-level bureaucrat, who art you?................................................................................................................54
Linking meso with micro. The idea of street-level discretion.........................................................................54
Public service motivation................................................................................................................................57
Process: managing powerlessness......................................................................................................................58
Content: managing meaninglessness..................................................................................................................59
Conclusions..........................................................................................................................................................59
Managing politicians...............................................................................................................................................60
Politico-administrative relationship....................................................................................................................60
(beyond) the divde..........................................................................................................................................60
Dichotomy versus complementary..................................................................................................................61
Process: managing politicians.............................................................................................................................61
Guerrilla government......................................................................................................................................61
Political management......................................................................................................................................61
Content: managing a public value narrative.......................................................................................................62
Conclusions..........................................................................................................................................................63
Managing citizens....................................................................................................................................................64
The citizen as a customer (NPM).........................................................................................................................64
Can we learn from the corporate world?........................................................................................................64
3
, Lean management...........................................................................................................................................65
no ‘hard’ boundaries.......................................................................................................................................65
The citizen as a co-creator (NPG)........................................................................................................................66
A flowchart on co-creation..............................................................................................................................66
Involve citizens, straightforward?....................................................................................................................67
Content: managing choice...................................................................................................................................69
Underlying idea...............................................................................................................................................69
Conclusions..........................................................................................................................................................69
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