Teaching public policy in a public administration program

An overlooked aspect of academic concern in public administration is the realm of public policy. Policy intrudes into administration at a number of crucial points; administration influences the direction and emphasis of policy in various ways. These interrelationships warrant more attention in the training of public administrators. Regrettably, they have remained largely off-limits in the training of public administrators. Why and how we should proceed to alter this state of affairs is the essence of the symposium that follows.     

Teaching public administration,public management and policy analysis: some international comparisons

This article compares the design and content of domestic and foreign programs for teaching public administration and management. At the Master's level, curriculum designers, irrespective of location, emphasize organization theory, personnel, policy analysis, and microeconomics. However, domestic programs place much more emphasis on research methods and budget management. International programs place more emphasis on public law and management information systems. At this time, neither domestic nor international programs report much required training in leadership, bargaining, or institutional design.     

Symposium: public policy and organization termination

This symposium has three objectives: first, to define the terminology of policy and organization termination and provide a review of literature that will identify current theories and frameworks of termination; second, to publish new studies that test and evaluate the usefulness of these theories and frameworks; and third, to encourage further testing and study of theories and frameworks that have proven so far to be useful in explaining termination.     

Negative feedback,political attention,and public policy

More than 50 years of policy research has provided evidence of negative feedback where self‐correcting mechanisms reinforce stability in public policies over time. While such mechanisms are at the heart of understanding change and stability in public policies, little attention has been given to the responses of individual policy‐makers to public policies as a potential driver of negative feedback. Based on a unique survey dataset of spending preferences of local government politicians covering more than 90 Danish municipalities, three years, seven policy issues, and around 3,000 entries, we find that the expressed spending preferences of politicians are indeed negatively affected by previous spending levels. Moreover, such negative feedback effects are stronger, the less the political attention to the issue and even disappear at high levels of attention. Our analysis thus provides important evidence on the micro foundations and conditions of negative feedback in public policy.     

Public administration and public policy: old perspectives,new directions

Public administration has rather studiously avoided serious consideration of its ties to public policy throughout most of this century. The politics/administration dichotomy leaves a lasting legacy. Policy has a central place in the ongoing effort to explain what public administration is and how it functions. Policy defines the purpose of agencies, stipulates much of the detail about their organization, provides authority and legitimacy, and makes them important -- probably the most important--instruments of policy effectuation and evaluation. Public administration has traditionally displayed an interest in management; it has been studied, taught, and practiced as method, “how to.” This instrumentalist orientation has addressed successively different perspectives, all subsumed within the rubric of public administration. The first of these emphasized administrative reform, followed by an interest in scientific management. These left a legacy that largely treated administration as an end in itself, divorced from matters of policy. Further developments during the depression and post-war years gave prominence to human relations and decisionmaking. These newer orientations emphasized public administration's non-involvement with policy, although decisionmaking proved less inward-oriented and contributed some methodological insights for better understanding policy's ties to public administration. Decisionmaking's preoccupation with unifunctional organizations accountable to a single power center has proved a formidable obstacle to empirical investigations of policy/administration ties, however. This dilemma calls for new perspectives from which to study these ties; one promising perspective is the examination of administrative involvement in successive stages of the policy process.     

Evaluating public policy: The administrative role

If public administrators are not heavily involved from the beginning in the development of public policy, policy implementation and program evaluation may not be possible. The tasks and people needed for organizing policy change are identified and the roles of the public administrator in these efforts are discussed. This article describes three legislative efforts in which public administrators were heavily involved at the beginning stages of policy development; administrators helped to create programs that were subsequently more amenable to evaluation.     

Coevolution of policy sectors: A comparative analysis of healthcare and public health

This article analyses the institutional coevolution of policy sectors – in other words, the mutual influence and adaptation of the institutional connection between related policy areas. The article proposes a two‐dimensional analytical space ranging from separation to unity on one axis and from superiority/subaltern to equality on the other. The article argues that the overall governance framework behind the coevolving sectors affects the institutional relationship between the sectors. In its empirical part, the article focuses on the healthcare and public health sectors. Based on a comparative historical examination of three countries with different healthcare systems – Australia, Germany, and the United States – the article shows that healthcare and public health coevolve differently depending on the type of national healthcare system. Further research can transfer the concepts introduced in this article to the analysis of other policy challenges, such as immigration or environmental protection.     

Profit sharing and job anxiety: moving public policy toward a win-win solution

Interest in profit sharing as a form of flexible pay is part of a larger interest in more flexible personnel practices. The interest in flexibility, in turn, reflects a perceived increase in product-market uncertainty. Where in the past employers have offered job security - due to legal mandate or practice - increased product market uncertainty makes such job “insurance” more costly. Job security protections can be viewed as an employee option to sell labor at the going wage, even when its value to the firm has dropped. As is true of financial options, the cost increases with the variability of the value of the underlying asset. Recent political trends in the U.S. suggest that there are social costs to the flexibility in American labor markets about which mainstream politicians have little to offer.     

Strategic management and public organizations: Lessons from the past and prescriptions for the future

The 1990s have become a decade of reflection and rethinking of foundational concepts in the field of public administration. Public adminstrationists are attempting to bring the best of management approaches to bear on the problems facing public organizations. Strategic management has been widely used in the private sector since the 1960s, and has gained increased acceptance in the public sector since the 1980s. It is a management approach that synthesizes much of what management theorists have long recognized as essential to effective management practice. This article traces the development of strategic management and examines what has been learned from the past that will improve future implementation efforts in public organizations.     

Targeting, residual welfare and related concepts: modes of operation in public policy

A mode of operation defines a pattern of policy-making or approach to policy. This paper attempts to deconstruct the relationship between certain modes of operation, political ideology and specific techniques, using the main example of targeting. Targeting is commonly related to a number of other concepts, including selectivity, means-testing, conditionality, residual welfare, and rationing. The inter-connectedness of the issues is often taken for granted: residualism implies selectivity, selectivity is undertaken by means-testing, selectivity and means-testing are a form of targeting, targeting and conditionality substantially overlap, and all of them have played an important role in the development of arguments for the limitations on expenditure and the restriction of welfare provision. But the methods can be used in different systems, for different purposes. Means-testing is not the same thing as selectivity; selectivity is not the same thing as conditionality or targeting; rationing can take place in any kind of service; and none of these options is necessarily residualist. Modes of operation are often compounded with political aims, the structural context of policy, discussions of implementation and the application of specific policies. When the concepts are unravelled, it becomes possible to think of the methods and approaches involved in different ways.     

Environmental administration,the courts and public policy, 1980-1989

Of the U.S. Environmental Protection Agency's seven major enabling statutes, six contain citizen suit provisions which reward anti-EPA plaintiffs. This fact, coupled with the agency's increasing use of the courts to bolster its enforcement efforts, yield a multitude of avenues through which courts have affected the policies and administration of the agency. This article discusses how the courts have affected the EPA in the 1980s and then briefly assesses the implications of such court-agency interaction for the successful operation of public agencies in the next decade. ^{? ?}This paper, particulary sections three and four, draws heavily upon a more detailed presentation examining the impact of federal court decisions on the policies and administration of the EPA from 1970 through 1988, published as O’Leary, R. Administrative Law Review, vol. 41. no. 4 (Fall, 1989).      

The communicative policy maker revisited: public administration in a twenty-first century cultural-choice framework

In recent years, public administration thinking shifts the focus from the internal public organisation behaviour towards cross-boundary operation that is, operation across governments and sectors. Public bureaucrats become agents in a multiple-interest political environment within which not only technical management issues are discussed, but also dynamic public values are shaped through a dialogical process. In a cultural choice framework, governments operate different service portfolios and the source of allocation problems occurs due to interdependencies between these functions and variation in public preferences. Beyond service production costs, there exist variable characteristics, such as citizen interest, market competition, and managerial structure and operating behaviour in the aggregate responsibilities governments take. Progressive public administrators need to respond to a threefold challenge: The global versus local challenge to define cultural variability; the leadership challenge to interact with citizens; and the cross-boundary challenge to develop a collaborative rather than a competitive future.     

Purpose and practice in public administration education: The place of substantive public policy areas

Public administration's early identification with the concept of a strong executive has resulted in an emphasis on staff functions in its graduate education programs. In the practicing world, staff functions are viewed as tools employed in the actual practice of public administrators, namely the delivery of substantive public services. Although public administration is characterized as an applied field, it does not focus its theory building and educative efforts on that which practicing public administrators actually do. The field necessarily imports other disciplines, but it does not provide the unique focus that would justify this borrowing; its current research agenda and training curricula are available in other disciplines. Public administration graduate students should concentrate in individual substantive policy areas, and the field should focus on optimizing organizational arrangments for delivering societal knowledge as public services. Interorganizational theory can provide the common theoretical framework necessary to mitigate the centrifugal effects of a variety of “administrations” within the field. The approach developed by J. Kenneth Benson is outlined; it provides a unique theoretical niche for public administration, yields a framework for comparative analysis, and defines the field's relationship to political science.