The new paradigm: from development administration to sustainable development administration

In light of changing national and international conditions, the field of public administration is going through an exercise of refounding and reinventing. Globalization, technological advancements, and ecological concerns have diluted the importance of development administration. This study traces the demise of development administration and presents a new paradigm in the form of sustainable development administration. The author argues that the paradigm of sustainable development administration (SDA) is markedly different from the traditional paradigm of development administration (DA) in its emphasis, scope, treatment of politics, view of indigenous cultures, goals, operating mode, decision-making system, use of foreign aid, and performance accountability. The study concludes by declaring that SDA has the potential to emerge as a new field of study in public administration.

The discipline of public administration is at a crossroads: the advent of the “global village” philosophy is challenging its parochial tendencies⁽¹⁾;the “refounding of public administration” is nullifying its separation from politics⁽²⁾; and the “reinvention of government” is questioning the very basic reasons for its existence.⁽³⁾ Faced with new and continuing intellectual challenges, the discipline is in search of a new paradigm.⁽⁴⁾ What will this new paradigm be? What will its emphases and priorities be? The answers are less than clear at this point, however, the questions themselves are receiving attention from scholars. This article attempts to examine one of many alleged elements of the emerging paradigm, and that is the shift from development to sustainable development. The arguments presented here trace the demise of “development” focus in public administration and explore the possibility of sustainable development becoming the new thrust.     

Reorienting development administration

Development By People: Citizen Construction of a Just World. By Guy Gran. New York: Praeger, UK distributor Holt‐Saunders, 1983. Pp.xxiv + 480. £34.50 and £9.95.ISBN 0 03 063294 3 and 063296 X.

No Shortcuts to Progress: African Development Management in Perspective. By Goran Hyden. London: Heinemann, 1983. Pp.xv + 223. £12.50 and £4.95. ISBN 0 435 96303 1 and 96302 3.

Development Projects as Policy Experiments: An Adaptive Approach to Development Administration. By Dennis A. Rondinelli, London: Methuen, 1983. £10.95 and £4.95. Pp.ix + 167. ISBN 0 416 73630 0 and 73640 8.

The Challenge of Integrated Rural Development in India: A Policy and Management Perspective. By Gerald E. Sussman. Boulder, Colorado: Westview Press, UK distributor Bowker, 1983. Pp.xvi + 178. £22. ISBN 0 86531 922 7.     

The agricultural crisis in Egypt

The paper probes the historical origins of and current responses to the agricultural problems of Egypt. Much of the difficulty stems from the fact that the class structure, the distribution of resources, and the social bases of both Nasser's and Sadat's regime have blocked either the mobilization of the peasantry on the one hand or the provision of decentralized incentives on the other. After a brief assessment of Nasser's land reforms, price policies, and investment strategy, the current responses of changing crop patterns and mechanization are assessed. Such a strategy seems unlikely to succeed, but no other obvious alternative strategy is at hand.     

Paradigms of doom and the development management crisis in Kenya

Public Enterprise in Kenya: What Works, What Doesn't and Why. By Barbara Grosh. Boulder, CO and London: Lynne Reinner Publishers, 1991. Pp.223. $45. ISBN 1 55587 209 3

The Culture of Politics in Modern Kenya. By Angelique Haugerud. Cambridge and New York: Cambridge University Press, 1995. Pp.265. $59.95 ISBN 0 521 47059 5

Kenyan Capitalists, the State and Development. By David Himbara. Boulder, CO and London: Lynne Reinner Publishers, 1994. Pp.191. $40. ISBN 1 55587 430 4

African Successes: Four Public Managers of Kenyan Rural Development. By David K. Leonard. Berkeley, CA and London: University of California Press, 1991. Pp.364. $19.95. ISBN 0 520 07075 5     

Modernist discourse and the crisis of development theory

The field of Third World studies is thought once again to be in a state of crisis, thanks largely to disillusionment with the once-dominant dependency “paradigm.” Amidst renewed interest in developmentalism and the clamor for an alternative to dependency, this article argues, first, that the major achievements of dependency theory remain largely unrecognized because the approach has been so frequently misrepresented or misunderstood. Whatever the ultimate status of dependency’s theoretical claims, it contains elements of a countermodernist attitude which ought to be retained in any new approach to the study of Third World development. Second, the article argues that, despite these accomplishments, dependency remains trapped, along with developmentalism, within a modernist discourse which relies on the principles of nineteenth century liberal philosophy; that it treats the individual nation-state in the Third World as the sovereign subject of development; and that it accepts the Western model of national autonomy with growth as the appropriate one to emulate. The final section of the article discusses the efforts of a number of scholars to ground knowledge in local histories and experiences rather than building theory through the use of general conceptual categories and Western assumptions. Although these ideas currently remain on the margins of Third World studies, it is to be hoped that dependency’s loss of intellectual hegemony has at least opened up a space for them to be taken seriously, in the same way that dependency was itself taken seriously in the late 1960s. Kate Manzo is assistant professor of political science at Williams College in Williamstown, MA 01267. Her research and writing interests focus on theories of development and on the nature of South African change. She is currently at work on a book entitledAfrikanerdom and Race: The Nature of Ideology in a Changing Society.     

The state and rural development in Tanzania: The village administration as a political field

The Village Administrations (VAs) created by the Tanzanian state in the 1970s have been regarded as new state apparatuses intended to facilitate control over a recalcitrant peasantry. Field research in Dodoma revealed two kinds of factions competing for their control: Christians, who co‐operated with higher level state apparatuses in establishing working institutional structures, and Traditionalists, who sought to reconstruct the VA as an entity performing predominantly ritual functions and, by tactful non‐compliance, to insulate households from the demands of the state. If the VA is to be regarded as a state apparatus then it must be recognised that it has substantial autonomy, conditioned by its internal constitution as a political field.     

Marketing-oriented planning in public administration: The case of the state development agency

Noting that concepts from marketing are not often found in the public management: literature, the authors present a multi-stage marketing-oriented planning model which can be used in the public sector. the mods1 is applied to the case of industrial development agencies, wit11 emphasis on the use of the model in recruiting foreign direct investment. The model includes the determination of organization mission, goals and objectives, resources, and growth strategies as elements of the management planning process. The marketing planning stage of the model includes opportunity analysis, positioning for target markets, marketing mix selection, and control. The two main stages of the process are mediated by factors in the internal and external environments of the organization.     

Strengthening administration of the development process

An analysis was made of 33 cases and 34 articles from current literature to examine means for strengthening the development process. Among the problems mentioned in cases and literature were: (1) improving the implementation of development programs, (2) structural and organizational changes, (3) administrative planning, (4) improved leadership and managerial skills, (5) methods improvement, and (6) administrative and political reform. Of these, the strengthening of field implementation of development projects was mentioned by far the most frequently. The implementation gap can be improved by: (1) donors changing from a “compliance approach” to a flexible, decentralized approach to international development projects, and by (2) host governments creating promotion ladders for field personnel and providing them with training in (a) participative management, (b) budgetary management, and (c) project management methods.     

The mexican financial crisis

In the period 1990-93 Mexico's economy experienced expansion and structural change. This was associated with economic opening, market deregulation, and large inflows of foreign capital. Mexico had dealt with the external debt problem through a Brady debt restructuring. This restructuring lowered the financial requirements of the public sector, improved market expectations, and set the stage for a decline in domestic interest rates.

In the early 1990s Mexico attracted fully one-fifth of all capital flows directed into developing countries. These inflows more than financed the current account deficit, and permitted Mexico to expand its official reserve holdings. The portfolio capital inflow bolstered the stock market, which appreciated in value. Mexico's entry into NAFTA provided another reason to be optimistic concerning economic and business prospects.

However, Mexico's external payments position was falling deeper into deficit. By mid-1994 it was possible to observe that the current account in Mexico's balance of payments had shifted further into deficit, and that the high unsustainable level of capital inflow was diminishing. Political violence and assassinations in 1994 caused foreign investors to look more carefully at investment prospects, and steadily rising interest rates in the United States created incentives favoring dollar rather than peso financial instruments. As peso interest rates began to rise, the Mexican government and commercial banks turned to dollar-indexed or outright dollar borrowing. By December 1994 this increased dollar liability position together with a runoff in foreign exchange reserves left Mexico in a difficult liquidity position. The December 20, 1994 devaluation failed to renew confidence in the viability of Mexico's payments position, and two days later the peso was floated. In the early weeks of 1995 a massive Mexican financial assistance package was provided by the United States, the International Monetary Fund, and others.

An analysis of the components of Mexico's GDP and balance of payments suggests that the financial disequilibrium was clearly evident by mid- 1994. Over the period 1993-94 domestic absorption had increased beyond the ability of the economy to sustain it. Parallel to this, the current account deficit had increased beyond the ability of foreign exchange resources to support this deficit. Failure by the government and central bank to take action in the third quarter of 1994 resulted in a runoff of foreign exchange reserves, speculative trading in the financial markets, growing skepticism concerning the viability of existing arrangements. Fiscal and monetary tightening early in 1995 produced an improved financial equilibrium, suggesting that similar action at mid-1994 might have avoided the near debt crisis that manifested itself in December 1994 jand the following weeks.     

The road to minnowbrook: development of the new public administration in the United States

The decade of the 1960s was a time of political upheaval and turbulence; American society witnessed many changes. The decade was one of hope and at the same time one of despair. It was one in which there were great expectations of the national government, and one that would lead some to conclude that the national giovernment was incapable of solving the complex problems of modern society. Public administrators, like other members of the population, were deeply affected by the events of the decade. Some of them began to question their discpline and profession, and a movement developed within the discipline in search of a new public administration; one sensitive to and capable of solving societal problems that had gone unresolved in the decade of the sixties.

The present study presents an historical explication of the new public administration. The new public administration movement is viewed as a product of numerous conferences, works, and events, four of which appear as major landmarks: 1) the Honey Report on Higher Education for Public Service, (1967); 2) the Conference on the Theory and Practive of Public Administration, (1967); 3) the Minnowbrook Conference; (1968); and 4) the publication of two works in 1971: Toward a New Public Administration in a Time of Turbulence edited by Dwight Waldo. Each of the above is examined in terms of contributions to the development of the new public administration.     

Project oasis: A case study in jamaican development administration

This paper is concerned with development administration in practice, at the level of a particular project which was implemented in the Caribbean island of Jamaica in 1979. We are essentially concerned with the problem of the degree of fit between operational project objectives and the management of project resources, including personnel. The intent is to provide empirical evidence of some of the major difficulties encountered in the field by the development administrator, with a focus upon project organization and the managerial sub-system. We found the management of Project OASIS to be characterized by the lack of control mechanisms, weak discipline, and inadequate information flows. These problems were only exacerbated by the nature of the local policy environment. Development is in fact particularly difficult to administer. The conclusion emphasizes the need to involve the target communities directly in both development planning and in the process of implementation. It is also imperative to mobilize and maintain sufficient political concensus to attain the agreed outcomes, on the basis of a congruent ordering of values and utilities.     

Catastrophe theory as a paradigm for development administration

Catastrophe theory, a field of applied mathematics developed by Rene Thom and others in the 1970s, offers some promise as a paradigm for the study of developmental administration. The dynamic and qualitative nature of this approach can lead to various insights that some current and previous models lacked.

The application of catastrophe theory to the political situation in Malaysia in the early 1960s demonstrates how such a theoretical approach can be fitted to specific political systems and situations.

The author concludes by suggesting other national political settings where catastrophe theory might be fruitfully applied in the study of development and comparative administration.