The ethical foundations of american public administration

From the founding of the Republic to the age of Jackson, Federalist administrators dominated the federal public service, infusing it not only with a high level of ethics, but also with an active religious covenant that gave the new Republic a fundamental political purpose. That convenant was eventually lost, but has been restored a few times in our history. By comparison, the modern respect for the privateness of political power is poorly suited to support an ethical and committed public service.     

Modernizing the public service in latin america: faradoxes of latin american public administration

This article presents impediments to the moderization of the public bureacracy in the Latin American region. These impediments are presented as paradoxes in order to emphasize both the contradications found in, and the America. The article presents examples from various cases it central and South America in order to show the lack of a public service tradition, the obstacles of patronage and corruption, the Opportunity costs of bureacratic development, the difficulty of reform, and the drawbacks of professionalization. It concludes with some suggestions, groped under the general strategies of insulation and fortification, about how to evercome these impeciments.     

Competing motives in the formation of american public administration

The intellectual study of public administration was developed by two separate groups with two distinctive orientations to the field, called here the “Public Service” and the “Public Management” orientations. Both orientations have coexisted in public administration despite their differences largely because they each addresses some of the weaknesses of the other. The continuing tug of war between the orientations provides much of public administration's confusion over its sense of purpose and identity, but also much of its dynamic nature.     

Communication induced distortion in scholarly research -- the case of action theory in american public administration

The history of action theory in American Public Administration provides the basis for development of a conceptual scheme for understanding how the operating codes that define communication processes used by theorists can distort scholarship. Transaction is a mode that induces distortion; relationship is a mode that helps avoid it. Some suggestions for reissuing the current operating code -- in the direction of making it better fit the relationship model -- are presented.     

Foundations of public administration: Introduction to the symposium

The nature of retrospectives on the literature of public administration has taken a turn in recent years away from polite respect for our heritage, and toward a belief that the older literature can solve some of our most pressing current problems in administration. Specifically, modern works often bemoan a lack of fundamental purpose or moral direction for administration, and these were among the strongpoints of more dated literature. The articles of this symposium largely seek to find current answers in the investigations of long ago.     

Science,technology, and public administration: the government-university nexus

The relations between governments and universities, particularly with respect to science and technology, is traced from the agricultural period and the land-grant era to the research and development era involving particularly the fields of medicine and defense, to the modern era which is lacking a coherent national policy.

Among the institutional relations that are critical to science, technology, and public administration, those involving government-university linkages stand out. In the past, there have been two major eras of government/university relations: the land-grant era and the federal mission agency era. More recently, a third era has emerged—what we call the new federalist era. The first period featured a decentralized institutional model focused on a single economic sector: agriculture. The second was characterized by a more centralized federally dominated approach. This third era is still evolving. Its primary ingredients include university ties with many segments of industry. And government includes that as well as federal agency roles.

During the land-grant era, dating from 1862, a large number of universities, devoted initially to problems of agriculture and the mechanical arts, were created. The era was characterized by a research system involving a federal agency, state government, universities, and an industry of individuals with little or no research capability. It was a highly decentralized system, responsive to multiple needs throughout the country, with a heavy emphasis on technology transfer. It gave the initial impetus to the university in fashioning an applied role. Whatever else may be said about this system—good or bad—it certainly made the American agricultural industry more productive.

In the federal mission agency era, dating from World War II, federal agencies spent vast sums to pursue national goals in defense, space, energy, and other fields by creating programs supporting universities. On the expectation there would eventually be practical payoffs, federal agencies supported basic research largely on the universities’ terms. States were not involved in any significant degree. Industry was, of course, very much a part of this system, but in the case of defense and space, it was primarily as developers of technology for government rather than users of technology for civilian goals.

This system worked unevenly. The greatest continuity was the Department of Defense (DOD) as a sponsor of research and development, including research in universities. That is what was seen as a problem in the era of Vietnam. For many critics, it is a problem today, with Star Wars merely the most dramatic example of a too close university involvement with DOD.

There were discontinuities in most of the areas of federal mission agency support. At the time of Minnowbrook I, the desire was to redeploy science and technology to other mission areas that would improve the human condition. The process was difficult, as various domestic agencies had problems establishing and maintaining relations with science and technology. In the 1980s, most of the civilian programs were cut back and the energy program was slated to be eliminated altogether.

Today, the United States research system, and thus the government-university partnership, is in a new-federalist era of science and technology. Here, the federal government, state governments, industry, and universities cooperate and collide as each tries to make the most of several new technologies now emerging with a perceived high economic potential. Meanwhile, the university-DOD relationship has been rebuilt after a decade of rupture. In an environment of increasing global competition, the old institutional models are giving way to novel arrangements.

What has happened is that a new mission—a new problem or opportunity—has become more salient in the 1980s. This is the mission of economic development and competitiveness. Economic competitiveness is a broad and diffuse mission. The juxtaposition of this mission with science and technology is because a good part of this competition is expected to be waged on the frontier of new technology. Japan, in particular, has made technological leadership in the cluster of fields cited above a national imperative, and other nations are following suit.⁽¹⁾

No federal mission agency is clearly identified with, much less in charge of, a mission. Indeed, the mission has not been officially proclaimed but exists only as a rallying cry. The question to be resolved is whether the present scattered response is enough, or if a more comprehensive national policy should be established. If established, should a new federal mission agency be set in motion to lead the assault—perhaps one modeled after the Japanese MITI? If so, how would it relate to the other players? Given the role of the states in particular, it would seem that a cooperative model drawing on federal and state resources might be designed.     

Comparative and development public administration 2000: introduction to the symposium

The twin fields of comparative and development administration have been major components of public administration, both theoretically and practically. Their development as fields of study has proliferated since World War II, and reached a peak during the 1960s with the Comparative Administration Group (CAG). Despite major achievements, comparative and development administration experienced a major decline in the 1970s. However, a resurgence of interest in both subfields of public administration has emerged since the 1980s, and the number of scholarly works in these areas is impressively increasing. This trend will continue with significant contributions to the knowledge in the field by the year 2000. This special symposium addresses a number of trends, developments, and issues that will contribute to, and characterize, the growth of comparative and development administration in the future. The articles that follow make significant original contributions to our knowledge in public administration at a global level. Various models and paradigms are discussed as the possible models to be tried out in the developing nations and for the comparative study of public administration.     

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.     

Serving the homeless: public administration as science,Process and Art

This paper highlights a three-year odyssey working with the City of Memphis and nonprofit agencies to assess the extent of homelessness and identify gaps in care. It is suggested that working with the homeless is a classic example of what is meant by the concept of public administration as a science, process, and art. Even the most sophisticated scientific understanding of homelessness is necessary but not sufficient; the ability to bring together a diverse and fragmented provider population also requires expert process skills and an understanding of the art of persuasion and high-trust leadership.     

Public administration implications of the north american free trade agreement

The emerging North American trade bloc presents both challenges and opportunities for Mexico, Canada, and the United States. Free trade among disparate partners is a complex undertaking. The North American Free Trade Agreement (NAFTA) will bring important benefits to all three countries, but it will also raise many important issues. The sharp differences in wage rates, worker productivity, and education levels among the partners has fueled fears of job losses on both sides of the border. Disparity among NAFTA nations on labor practices, health and occupational safety laws and regulations are also sources of conflict. Effective dispute resolution mechanisms must exist for both the trade and non-trade issues. Practical guidance, in this regard, can come from the experience of the Canadian Free Trade Agreement (CFTA) and the European Economic Community (EEC; European Union since 1993). New political and administration mechanisms will be required to deal with each of these challenging issues.     

City management,public administration and the American enlightenment

As the cost and size of government continues to escalate, there is a growing concern over increasing the efficiency and effectiveness in the delivery of public services. Productivity bargaining as one tool has Cained the attention of a small but growing number of public officials who see this technique as one rational method of resolving the conflicting pressures generated by the demand for government services on the one hand and limited resources on the other. The experience of one large metropolitan area with productivity bargaining is reviewed at some length.     

Roward a public philosophy of public administration: a civic perspective of the public

The thesis of this article is that a publicphilosophy of public administration needs to be formulated. It must not be based upon romantic and technocratic approaches as past efforts have been. It must rest instead upon a revitalized concept of the public that stresses the importance of public interdependency, public learning, public language, and a critical evaluation of the relationship between the role of the state and public administration. This emphasis has important implications for the respective responsibilities of both academicians and practicing administrators.     

Multicultural public administration: Effects of language diversity and dissimilarity on public employees' attachment to employment

A major part of research in public administration focuses on the impact of ethnic diversity on outcomes such as performance and turnover, and on the management of diversity with regard to different employee groups. Recent research, however, shows the relevance of relational demography in the context of employee inclusion in public organizations. So far, most studies have been based on ethnic differences in countries that can be described as mononational and monolinguistic. The current study advances this stream of research by investigating how diversity and dissimilarity measures affect public employees' attachment to employment in a multicultural public administration in Switzerland. Evidence from a hierarchical multilevel analysis revealed that language diversity and the support for diversity from supervisors affected individuals' attachment. However, our findings on individuals' language dissimilarity related to the inclusion of minorities did not support the assumed crowding‐out effect between diversity and dissimilarity. Implications and avenues for future research are discussed.     

Change dynamics and public management: Challenges and opportunities

With the growth of contemporary technology, communications, and transportation, infused with television, computers, and the information highway, all of us are quickly becoming aware of the linked consequences of change. As traditional boundaries are collapsing around us, there is a growing sensitivity to the need for change, along with the belief that we need to plan for it. As such, strategic planning, competitive positioning, and innovative management systems that involve longer-term perspectives, critical trade-offs, and opportunity-driven forecasting are being fashioned here in the United States, and around the world. To grasp the initiative to shape an organizational context that will ensure a competitive, vibrant, healthy, fiscally rigorous and humane decision making environment for the public sector is the analytical foundation on which this symposium is anchored. Public managers have no option but to respond to American and global events, and the accompanying cultural, economic and political developments with courage, innovations, and strategic perspectives. It is clear that a paradigmatic crisis is occurring in American society and in public administration. Therefore, the harbingers of new paradigms are being created and crafted, which provide “hard” methods of inquiry, “real” cases of success; sound “fiscal” measures of performance; and “clearer” professional/leadership redefinitions of responsibility.     

Chinese public administration: misunderstanding and implications

This paper argues that current research works on Chinese public administration are atheoretical or pre-theoretical, that findings generated could not serve as a basis for the development of a general (or medium-range) theory of Chinese public administration or Chinese bureaucratic behavior, and that atheoretical or pre-theoretical research contributes very little to advancement of usable knowledge for problem-solving. The foci of the discussion in this paper are four major fallacies and problems, namely, over-simplification of causes, misformation of concept, stereotyping, and non-usable knowledge. It is concluded that China scholars should be more theoretically rigorous and work with their counterparts in China in order to contribute to theory-building and practical problem-solving.     

Professionalism and public administration: A bibliography

Abstract

This paper tests public budgeting to ascertain if it has both a long‐run equilibrium and short‐run incremental process. In the model, the decision‐maker strives to achieve budgetary balance over the long‐run but is constrained in the short‐run and follows incremental decision‐making. The interaction between expenditures and revenues, along with several control variables, is tested for each of the Canadian provinces using data between 1961 and 2000. The results show that in the long‐run, expenditures force the budget toward balance in all the provinces with the exception of British Columbia. In that province, there was a fiscal synchronization of revenues and expenditures working in combination. In the short‐run, incrementalism occurs in nine of the ten provinces.     

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.     

Luther gulick,public administration and classical management

The late Luther Gulick (1892-1993), often known as the dean of U.S. public administration, left behind him an enormous and wide-ranging literary corpus, but no single systematic work. This essay presents both a personal and an intellectual portrait of Gulick. The personal portrait is accomplished primarily through Gulick's own words derived from relevant published works, autobiographical fragments, and a series of interviews with the author. The intellectual portrait concentrates on a single stream. of thought--classical organization theory and design--and outlines the evolution of Gulick's thought through time, with comments here and there.