Transcript Comparative Public Management and Policy PIA 3090

Comparative Public
Management and
Policy
PIA 3090
The Main Event
I.
Golden Oldies:
II. Literary Map:
III. Grand Synthesis:
Bureaucracies, Politicians
and Clients
Overall Themes of the Week:
1. The comparative advantage of the
"Iron Triangle" model.
2. Legislature-Executive-Lobbyist
3. Corporatism as the Alternative
Three Models
1. Japan- Johnson's perspective (State
Centric Planning and one way movement)
2. Europe- (Orwell, Greene, Heady
(Pluralism vs. Corporatism)
3. U.S.- (Truman vs. C. Wright Mills)
4. Latin America: Military Corporatism and
Patron Client Relationships
LDCs
 An absence of "clients" or Too many?
 The Role of patronage, corruption and
Crony capitalism.
-Indonesia
-Korea
-West Africa
-China
ISSUE:
 Public Interest vs. private interests
(and the bureaucracy as an interest
group)
 Question: Is there such a thing as a
Public Interest Group? (PIG)
 NGOs: Public or Ideological?
Major themes in Comparative
Public AdministrationAdministrative Structures and Society1. Individualist view of state-society
relationships
a. Common law view of society;
b. Anglo-Saxon model: law and order
as basic function of government;
c. Society made up of individualsliberalism
Administrative Structures
and Society
2. Statist view of Society- Collectivist (Frances
FitzGerald- Fire in the Lake on Vietnam)- Three
Views
a. Idea of an active, creative state,
development oriented (Keynes)
b. Marxist-Leninist model- communitarian
c. Corporatist idea of society as groups- civil
service as a group (Western Europe)
Political Structures and
Public Management
1. Issues of Governance, Interests
and Political Development
2. The Administrative State Concept:
Weak Political controls and a strong
bureaucratic elite
Political Structures and
Public Management
3. Elite vs. egalitarian views of public
service. (A Reminder)- Interests within the
State)
a. Maximum Deferred Achievement (No
pre-selection)
b. Maximum Ascriptive Model (Class
based)
c. Progressive Equal Attrition Model
Egalitarian- Professional- collectivist
Political Structures and
Public Management
4. Structure of Civil Service Systems: The
role of Mandarins and political penetration
into the civil service
5. Decayed and Transferred Institutions:
(Kings and Colonies)- The creation of an
organizational bourgeoisie (Irving
Markovitz)
6. Corporatist Systems can be royalist,
military, social (Spain, Argentina,
Scandinavia)
Partisanship, Democracy
and Bureaucracy
a. Fused vs. Separation of Powers
“Yes Minister” (Britain)
b. Cabinet Government vs.
Presidential Systems- Collective
Responsibility (U.S. Latin America
and France- Mixed)
c. Legislatures- Committee systems
and bureaucratic authority
Authoritarianism
 Authoritarian systems- Structures to
protect citizens from fused state and
bureaucracy
 =Non-Constitutional Systems: Military
Regimes and One Party States- Politicized
bureaucracy
 Rent Seeking, Nepotism and Corruption
The Myth: Classical NonPartisanism
 The Politics/Administration Dichotomy:
The Role of Non-Partisan Movements and
Generic Management
 POSDECORB (Luther Gulick)
 (Planning, Organizing, Staffing, Directing,
Coordinating, Reporting, and Budgeting)
 How Neutral?
Differences between the public and
the private sector- How much, or
how little?
a. No significant differences between
personnel in large private vs. public
organizations
b. Differences in the structures within
which the individual has to work
c. The bureaucracy is an institution of
government
Government: Differences
from the private sectorDifference in Product
a. Private- emphasis is on profit,
economy and efficiency
b. Public- need to account for the
political and social- not what is always
efficient
c. Issue- motivation or its absence in
the public sector
Recruitment
KEY: The recruitment of professionals and
specialists contradicts with the issue of political
control
a. Problem- management, eg. the
Department, often does not control
recruitment
b. Legislation sets the rules- merit system
with civil service commission overseeing the
process
c. Civil Service Commission or Office of
Personnel acts as an intermediary
THE PROBLEM
Management of the public sector
organization is separated from the
major management functions-
eg. promotion, firing, discipline,
collective bargaining
The Bottom Line
Government Has THE Monopoly of
Power (Ultimately Life and Death)
Basic Principles?
 The Bureaucracy is an institution of
government
a. The public bureaucrat has greater
recourse to sanctions than the private
b. Only partly true- the credit card
company and the collection agency
Origins of bureaucratic
power
a. Bureaucracy is largely autonomous, only
10% of actions controlled by politicos
b. Actions are seldom subjected to political
or judicial review
c. Problem of bureaucratic lethargy- resists
change
Origins of bureaucratic
power-2
d. Bureaucracies are COMPLEX
ORGANIZATIONS and are difficult to control
e. Bureaucrats have the market cornered
on expertise
f. Bureaucrats play "bureaucratic politics"
behind the politicians' backs
The political implications
of role theory
 ROLE SETS (Robert Merton)
 Role Conflict in the bureaucracy
 Role vs. Status vs. Individuals
Role Theory
 The bureaucrat can have a complex set of
interpersonal relationships
1. Analyst and advocate
2. Planner
3. Managers and lobbyists
4. Professional and employee
5. Citizen
The Rights of the
Bureaucrat
 The role of Unions and strikes in the
public service
 Restrictions on political activity, eg.
the Hatch Act in the U.S.
 Secrecy, Clearance and Whistle
Blowing