IMPLICATIONS OF WHISTLEBLOWING FOR PUBLIC ADMINISTRATION EDUCATION

Whistleblowing, or going public, is an issue which has received a great deal of media attention and scholarly consideration. Public administrators of the future will surely have to confront it. The author of this article divides whistleblowing into individual, organization, and environmental levels of analysis. Each level has its own unique considerations which must be understood separately before they can be understood comprehensively. Moreover, the author asserts that the study of whistleblowing fosters awareness of ethics, provides the skills needed to effectively cope with dissent, and imparts legal knowledge about the discipline of public administration to students.     

SOCIAL ADMINISTRATION IN AUSTRALIA: THE NEED FOR A PROFESSIONAL ASSOCIATION

There appear to be two current, opposing misconceptions concerning the nature of social administration. On the one hand there is the belief that it constitutes "no special or definite study but a part of that general mass of things which every earnest young man or woman should know" and, on the other hand, it is "often assumed without question to be concerned with administrative practice"¹.
The domain of the subject of "social administration" is the social service industry in all its parts, its relationship with the industrial and commercial world, and its relationship with primary groups such as families, friends, and neighbours².
Narrowly defined, social administration is the study of the development structure and practices of the social services. Broadly defined, it is an attempt to apply the social sciences — including philosophy — to the analysis and solution of a changing range of social problems³.     

PUBLIC ADMINISTRATION EDUCATION AND TRAINING IN THE THIRD WORLD: PROBLEMS AND OPPORTUNITIES

Nations of the Third World are not developing as quickly as their potential suggests they should. This article posits that one of the major reasons for this lack of development is a scarcity of trained public managers. Teaching citizens of developing countries public administration presents a special challenge. The authors point out that the emphasis in training these individuals should be placed on practical learning. In addition, curriculum should not be based solely on the American model, but should recognize the cultural and economic dissimilarities that exist. The authors close the article by suggesting some possible training approaches for developing nations.     

TEACHING PUBLIC ADMINISTRATION: EDUCATION OR TRAINING?*

Abstract: There is an ambivalence in attitudes to public administration as a field of study among both academics and practitioners in Australia. Teachers, researchers, students, public servants seeking training and managers have differing interests and expectations. Disagreements about the field have contributed to the lack of a unified framework of concepts, while the field has fragmented into public administration, public policy and public management, aside from other divisions such as "old" versus "new" public administration. "Education" and "training" have taken diverging paths and academics and practitioners have drifted apart. There needs to be a closer dialogue that can only be based on a generally agreed paradigm for Australian Public Administration as a field of study.     

THE INTERNATIONALIZATION OF PUBLIC ADMINISTRATION AND PUBLIC POLICY: IMPLICATIONS FOR TEACHING

Increasingly, the nations of the world are becoming more interdependent among themselves. This is true not only in an economic sense, but in a political sense as well. The field of public administration has become internationalized, presenting a new challenge to both teachers and students of the discipline. The article argues that special attention should be given to teaching students how to manage policy interdependency. Furthermore, the interdisciplinary approach is advocated as a method of broadening students' perspectives in public administration. In concluding the article, the author offers several recommendations for improving public administration programs.     

DEVELOPING A FRAMEWORK FOR MANAGEMENT EDUCATION IN THE VICTORIAN PUBLIC SERVICE

Abstract: The Public Service Board of Victoria initiated a project in March 1989 to plan a framework for the development of competent managers. The methodology involved an examination of the current practices of 23 organisations, together with a worldwide literature search. The major findings were that the managerial task is similar across sectors, but the manager level and the environment are qualifying variables; that training, management education and development in private sector organisations and statutory bodies has total commitment from the chief executive, is closely linked to the business plan, forms part of an integrated human resource management system, and is continually reinforced by the organisation's culture and values; and that there is no strategic and focused approach to developing managers across the Victorian Public Service. The 21 recommendations covered the areas of investment and commitment, the development of a systematic approach by providing quality management programs based on core managerial competencies and the integration of training, education and development with performance management processes.
The implementation plan calls for pump-priming funds for resourcing and delivering high quality programs, a change in the culture, the adoption of a set of principles, the establishment of a management education unit, acceptance of a common language of competence for managers, and an integration of education and development needs with corporate plans through the performance improvement system. Commitment to implementation should result in a systematic approach to the formation of competent managers with the benefits flowing to the community through improved services, the government gaining by increased performance of the agencies, and public servants being able to reach their full potential.     

POLITICAL EDUCATION FOR PUBLIC SERVANTS

Incorporating democratic values into public administration education is not an easy task. To ignore democratic values completely, however, would be to tacitly condone the violation of these principles by an administrator thus making democracy training all the more essential. In this article, the ideas of the American Founders and the ideas of John Dewey regarding democracy in education are compared. It is the opinion of the author that the Founders and Dewey had such divergent views of teaching democracy precisely because they had very different definitions of democracy.     

THE ROLE OF THE JUDICIARY IN RELATION TO PUBLIC ADMINISTRATION*

The relationship between the judiciary and public administration is founded in the constitutional principles which lie at the basis of our system of government. The three branches or arms of government, as they are known to constitutional law, are the legislative, the executive and the judicial. They are said to be equal and coordinate. There is a complex constitutional relationship between the three arms of government which does not always follow a consistent pattern. It is marked somewhat paradoxically both by mutual independence and interdependence. Public administration is carried on by the executive branch.     

RESEARCH METHODS EDUCATION FOR PUBLIC SECTOR CAREERS: THE CHALLENGE OF UTILIZATION

As the world rapidly becomes more complex, there is a greater need for tools of research and data analysis to assist the public administrator. While many university programs recognize this need and include several methodology courses in their curriculum, there is little evidence that students are taking this knowledge into the field. In this article, the need for usable methodology courses are stressed. The first section of this article is dedicated to identifying those factors that make methods classes more practical. The remaining portion concentrates on two approaches to teaching that the author asserts will help students to use in the field what they have learned in the classroom.