SHIFTING SANDS: TEACHING PUBLIC ADMINISTRATION IN A CLIMATE OF CHANGE

This article analyses influences which in recent decades have changed the way in which public administration has been taught in British higher education. Focusing mainly on the former polytechnics, the article argues that a curriculum shift away from the social sciences and towards management, and changes in the nature of the British public sector, have profoundly influenced approaches to teaching public administration. It suggests that learning strategies are closely related to debate about the nature of the discipline and its location within the academic spectrum. The article also raises questions about the extent to which public administration teachers in British universities are equipped to present the more applied and skills-based teaching which has often been adopted in recent years, and the tensions which this might pose particularly in the‘new’universities with the increasing emphasis upon academic research.     

The challenge of design of intergovernmental relations in economies in transition

The governments of Eastern Europe and the former Soviet Union are at a crucial juncture in their movement from highly centralized command economies to more decentralized market economies. While there is a belief in these countries that decentralization brings greater economic efficiency, the reality is that such a transition is a difficult process. This paper examines what types of administrative reforms are needed for the decentralization process, how far along the countries are with respect to these reforms, and what reforms are missing. As we discuss, many of the necessary administration reforms are missing and we argue that more attention must be paid to these elements for successful decentralization of these governments.

This paper examines the recent experience and reform needs of the key administrative aspects of the design of intergovernmental relations in countries in transition in Eastern Europe and in the former Soviet Union. There is a widespread realization in all of these countries that decentralizing government will help increase efficiency in the public sector just as privatization will improve efficiency in their economies. Decentralization of government operations is also attractive as a way to cement a democratic form of government. Despite the appearances of the existence of an already decentralized system, such as in the case of the Soviet Union, this experiment started in practically all cases with a lack of institutions and experience on how decentralized government operations should be organized.

As different as these countries are, there are many similarities in the reform process they are following in order to decentralize government structure. While the basic components of a decentralized system of government are emerging in many of these countries the structure of government has not fully evolved in a manner that can support such a decentralized system. Often, governments remain structured along a vertical hierarchy: information, budgetary authority, and revenue pass from the central government down to subnational levels of government while little communication or interaction exists at a horizontal level. In general, the assignment of revenue and expenditure has not been clearly defined among the two or three levels of government, central government transfers continue to occur in a relatively ad hoc manner, and the entire budgeting system still rests in many cases on more or less formal system of negotiations and bargaining among the different levels of government. There has been some change in this structure in certain countries. Over the last three years, both Poland and Hungary have legally increased the automony of subnational governments. In 1994 in Russia a new and more transparent system of intergovernmental grants has been established between the federal government and the regions. In 1994 also, Latvia introduced a more transparent formula-driven, transfer formula for the regional and municipal governments.

The focus of this paper is to develop a “blue print” for necessary changes in organization and administration of intergovernmental relations in countries in transition. While many experts have recently been discussing the public finance policy components of this new, evolving relationship among levels of government, less attention has been paid to the structural and administrative challenges and the information design issues that must be met in order to develop and support a system of intergovernmental relations.

The paper is organized as follows: First we review the major responsibilities and their allocation among levels of government, the assignment of revenue sources, and the system of transfers. We then turn to a discussion of the current experience of Eastern European and NIS countries in the context of the structural components of an intergovernmental fiscal system. Next, we analyze the organizational reforms that are necessary for the efficient functioning of a decentralized system of government in the economies in transition. Finally we “rate” the transition economies in relation to their current design of the system of intergovernmental relations and support mechanisms.     

Bridging the donor-decentralization gap: Rethinking incentives and institutional impacts in control-oriented bureaucracies

Some important studies suggest that the organizational imperatives of donor agencies explain the tendency of foreign aid to reinforce institutional centralization rather than to support the development of decentralized institutions in recipient countries. This article shows that certain design features of two decentralized USAID projects completed in Peru during the 1980s facilitated achieving donor objectives, decentralized institutional development, and national-level reforms favoring decentralization. Analysis of this experience reveals that these design features reduced the costs and increased the benefits of decentralized implementation for the donor, while allowing synergies between implementation and institution building to be exploited. Indeed, in the context of Peru’s highly centralized, control-oriented public sector, bypass mechanisms traditionally used by donors to expedite implementation and insulate projects from uncertainty also generally enhanced the development of decentralized institutions. The lessons distilled in this case study have broad relevance since the sorts of administrative obstacles encountered by USAID in Peru—excessive centralization, disbursement bottlenecks, and onerous bureaucratic controls—are all too frequently found in other developing countries. Gregory D. Schmidt is an associate professor of political science at Northern Illinois University and an associate ofSeguimiento, Análisis y Evaluación Para el Desarrollo (SASE), a Peruvian nongovernmental organization specializing in grassroots development. He is the author of a book and various journal articles on development issues, and of a forthcoming book on the 1990 Peruvian presidential election.     

The Challenge of Administrative Internationalization: Taking Stock and Looking Ahead

The study of the processes and effects of internationalization has become a major field of inquiry in the social sciences. This article takes stock of corresponding research efforts in the field of public administration (PA) to understand the internationalization phenomenon by analyzing studies that were systematically sampled from major PA journals over recent decades. After delineating, sampling, categorizing, and subsequently examining the scholarly production of PA regarding what can be understood as the internationalization of domestic PA, three major themes of PA-related debates are identified: diffusion, resistance, and the transformation of bureaucratic power. The article concludes that PA has developed neither genuine research questions nor a coherent theoretical framework able to come to grips with the internationalization challenge. It ends with an appeal for PA to become aware of this deficit and recommends PA scholars liaise more intensively with other social sciences to overcome the current state of affairs.     

Developing human resource in research and development: international experiences and implications for Vietnam

ABSTRACT

Human resource is the key driving force of research and development of a nation. Japan and Korea are two examples of how appropriate strategies in developing human resources have been transferred into remarkable achievements in R&D. In recent years, Vietnam has observed significant shift in investment for R&D. Thus, the lessons of Japan and Korea could provide Vietnam with valuable strategies for further development in human resources in R&D, particularly in vision of R&D development, policy flexibility, increased investment on R&D development and human resources, key R&D organization formation and increased international cooperation in S&T.     

Networks and Public Policies in the Global South: The Chilean Case and the Future of the Developmental Network State

Recently, there has been considerable excitement about the economic potential of the “developmental network state”—decentralized government policies that successfully accelerated growth in several high- and medium-income countries. The question remains whether such a strategy could be successful in less-developed nations whose scientific and technological resources were relatively limited. This paper analyzes the trajectory of Chile, a Southern country which, despite adverse conditions, managed to produce something akin to an economic miracle during the last few decades. Our argument is that Chile’s success was based on the developmental network state strategy. Moreover, we highlight the centrality to understanding the Chilean experience of the concept of “network failures”—a common phenomenon that occurs when domestic production would be best served by network forms of organization but for a variety of reasons, these networks either fail to materialize or fail to take hold (Schrank and Whitford 2011). Over and over again, we see that the logic behind the actions of the Chilean state was to provide resources that reduced the likelihood of network failures. We examine three case studies of successful export sectors: salmon; wine; and fruit and vegetables. The paper outlines some of the challenges faced by the Chilean model and assesses its long-term viability.     

THE DHSS SOCIAL SECURITY REGIONAL ORGANIZATION — AN EXERCISE IN MANAGERIAL CHANGE

Government departments are under pressure to increase efficiency and effectiveness and to reduce staff numbers. The Rayner scrutiny programme is part of this pressure; and it has encouraged greater use of independent investigators and change catalysts within departments. This breed of internal critics often operate within, but at the limits of, official tolerance, like bureaucratic Philip Marlowes whose solutions may be accepted, but rarely with gratitude. Despite these developments external critics have continued to doubt the capacity for self-criticism and innovation within government. The popular television programme'Yes Minister' has encouraged such a view. This article describes one department's attempt at using internal change agents to review the handling of business and to implement major changes in an organization employing over 60,000 people. The exercise suggests that bureaucratic inertia can be overcome internally, although the change process is difficult and sometimes painful for those involved.     

Democratization and bureaucratic restructuring in Taiwan

Taiwan has been moving toward democracy, with a dramatic transition taking place in the past decade. Critical to this transition is a restructuring of the relationship between the state bureaucracy and society. This study focuses on democratization's effect on Taiwan's bureaucracy. In particular, it seeks to examine such aspects of bureaucratic transformation as bureaucratic decisionmaking, legislative-bureaucratic politics, interest group-bureaucratic relations, the expansion of local autonomy, and civil service reform. This study finds that the bureaucratic state is facing a great challenge from political, legislative, and societal forces. The old type of insulated bureaucratic planning and decision making is no longer possible, the bureaucracy is losing its KMT patrons, and bureaucrats are finding themselves answerable to political pressure, legislative oversight, and interest group lobbying. While the bureaucracy has lost its previous level of discretion in terms of macro-management and the formulation of developmental policies, the bureaucratic state has not withered away. Qingshan Tan is Associate Professor of Chinese and East Asian politics and Director of the International Relations Program in the Department of Political Science at Cleveland State University. His recent publications are on issues of democratization in Taiwan and China.     

Unintended Consequences of NPM Drive the “Bureaucracy”

This article examines the unintended consequences following implementation of a new public management (NPM) reform—a performance-based salary system—in two Swedish public schools. Headmasters and central office personnel were interviewed. The expected reform results at last appeared a decade after implementation when salary-setting procedures adopted the bureaucratic framework. Despite the common view that NPM reforms, owing to unintended consequences, fail because they adapt poorly to the Weberian control regime at public organizations, this article argues that the unintended consequences of an NPM reform can drive the “bureaucratic” organization even when there is no evidence of debureaucratization.     

Ethnic versus organizational cultures: The bureaucratic alternative

It has been suggested that the common values and beliefs of an organization's culture can be used to control employee behavior. However, the use of organizational culture to control behavior assumes that employees either already have, or can be inculcated with common values and beliefs. The flow of immigrants across national borders increases the diversity of organization workforces. This diversity may include employees who hold values and beliefs associated with their membership in different ethnic cultures. It may be difficult or impossible to infuse common values and beliefs in such a diverse workforce. A more bureaucratic form of organizational governance, in which rules and expectations are made explicit, may be more appropriate when an organizations′ employees are members of diverse ethnic cultures.     

PUBLIC SECTOR PAY BARGAINING: COMPARABILITY, DECENTRALIZATION AND CONTROL

Public sector pay, as a key component of public expenditure, has been a major issue for government since the mid-1970s. This article analyses public services pay bargaining since 1979 and examines the continuing tension between the control of public sector pay levels on the one hand and the wish to make pay levels more responsive to external market forces on the other.
The article concentrates on the changes in pay bargaining in the public services. It does not purport to provide a detailed economic analysis of the outcomes of the various phases in public sector pay policy, but does attempt to explain the process implications of the political contingencies and rationale driving government policy on pay determination. In particular it notes the resilience of national pay-setting arrangements and pay comparability throughout most of the period under review, despite the political rhetoric, emphasizing the pragmatism of government policy. The latter section of the article reviews the current policy, with its emphasis on decentralized pay determination, and considers these new developments within the context of private sector collective bargaining theory.
The evidence from the private sector suggests that pay determination in the private sector is complex and that levels of bargaining relate to various factors. Decentralization is neither a panacea for poor performance nor necessarily problem free. Devolved pay determination can lead to problems of control over costs and, in the context of high levels of trade union organization, to pay'leapfrogging'. The article concludes that there is a continuing contradiction between the role of the government as an employer, keen to devolve pay decisions to local level, and that of economic regulator with responsibility for the wider economy. This continuing tension indicates that decentralized pay bargaining in the public sector will be limited in its scope by some form of central government control.     

Bureaucratic socialism in reform mode: the changing politics of Cuba’s post-Fidel era

Standard wisdom explains Cuba’s current transformation as one of economic change but political immobility. However, Cuban politics have also undergone a major change since the handing over of power from Fidel to Raúl Castro – even if the rhetoric used has been one of continuity. This article traces this process by looking at four areas: the depersonalisation and re-institutionalisation of the political structures; the diversification of the public sphere, particularly through the use of digital media; the liberalisation of travel and migration, with its transformative impact on state–citizen relations; and the turn to a moderate foreign policy, as highlighted by the rapprochement with the USA, with its implications for legitimising the underpinnings of Cuban socialism. Although the shift has been well below the threshold of a transition to multiparty democracy, Cuba has evolved from the charismatic model of the past to what can be understood as bureaucratic socialism in reform mode.     

The Antisocial Police Personality: A View from the Inside

ABSTRACT

This paper presents the results of two surveys, conducted in 1993 and 1997, which inquired into the attitudes towards aspects of their immediate and external working environments of New Zealand's senior health officials. The surveys are in the tradition of a growing body of international research which seeks to categorize respondents in terms of their bureaucratic “type.” Where the 1993 survey produced baseline information, the 1997 exercise served as a follow-up. Accordingly, the paper compares various results and discusses shifts in attitudinal orientation and bureaucratic classification. Key findings are that, in 1997, there has been a growth in both the number of “technocrats,” respondents with an aversion to politics but a strong commitment to policy programmes, and in the number of “classical bureaucrats,” respondents, again, with a dislike of politics but, in contrast to technocrats, with a short-term focus and tendency to react to policy problems as they arise. It is concluded that, while restructuring of the New Zealand health sector continues, there is a need to nurture “political bureaucrats:” those who can operate in a politicized environment and who can plan ahead with the participation of the attentive public.     

Organizational ethics and bureaucratic corruption in Chinese school

This paper takes issue with a central theme in the literature on corruption that a centralized bureaucratic structure necessarily promotes corruption. It argues that the growth of corruption after 1976 was not so much the result of a centralized bureaucratic structure as that of the changing organizational ethics in the schools. In an examination of the schools since 1949, it shows that their structures have not changed radically. But by separating the organizational ethics into their real and ideal dimensions, it demonstrates that despite the continuity in the official goals and codes of ethics, the ‘real’ or fundamental organizational ethic have changed, and new standards of behavior have prompted members to break organizational rules in the more or less decentralized organizational structures.     

Governing environmental conflicts: A comparative analysis of ten protests against industrial facilities in urban China

With the increasing numbers of environmental conflicts in recent years, Chinese local governments are deploying a variety of strategies to address them. Using the method of agreement and the method of difference, this article explores the question of why local governments adopt particular strategies during conflicts over the construction or operation of industrial facilities. The findings reveal that the position of higher-level governments, the costs involved in adapting projects and the threats posed by the form of protest to social stability are important conditions in explaining the differences in the patterns of government strategies. The authoritarian responsiveness that characterises Chinese government strategies results in high political, economic and environmental costs. The big challenge for Chinese governments is to develop policies, institutions and capacities to deal with environmental concerns in a more proactive and balanced way.     

The Sociology of New Wars? Assessing the Causes and Objectives of Contemporary Violent Conflicts

The recent accounts of the new war paradigm have been thoroughly scrutinized in a variety of disciplines from security studies and international relations to political economy. The general trend is to focus on the scope, methods, tactics, strategies, forms of war, and/or the level of atrocity. However, there has been little sustained attempt to assess structural causes and the arguments about the changing aims of contemporary warfare. This paper provides a critical analysis of the macro sociological accounts of the new war paradigm with a spotlight on the purpose and causes of the recent wars. The author argues that despite the development of elaborate models, the sociology of contemporary warfare rests on shaky foundations and hence fails to convince. Rather than witnessing a dramatic shift in the causes and objectives of contemporary violent conflict, one encounters a significant transformation in the social and historical context in which these wars are waged.     

The third wave: mixed migration from Zimbabwe to South Africa

Migration from Zimbabwe has recently been described as an archetypal form of “mixed migration” in which refugees and migrants are indistinguishable from one another. This paper argues that such a state-centred understanding of mixed migration oversimplifies a far more complex reality and fails to adequately account for the changing nature of Zimbabwean out-migration. Based on data from three separate Southern African Migration Programme (SAMP) surveys undertaken in 1997, 2005 and 2010 at key moments of transition, the paper shows how the form and character of mixed migration from the country has changed over time. The country’s emigration experience since 1990 is divided into three periods or “waves”. The third wave (roughly from 2005 onwards) has seen a major shift away from circular, temporary migration of individual working-age adults towards greater permanence and more family and child migration to South Africa. Zimbabwean migrants no longer see South Africa as a place of temporary economic opportunity for survival but rather as a place to stay and build a future for themselves and their families.     

Transnational Organized Crime: A European Perspective

One of the most controversial issues the United States has to deal with since the beginning of the 2003 war in Iraq is the Mujahedeen a-Khalk (MEK). For more than two decades the organization had been the major armed opposition to the Iranian government and, at the same time, had been a close ally to Saddam Hussein's regime. This study examines the history of the MEK, the debate within the Bush administration on what to do with the MEK fighters, and the solutions proposed by the Iraqi Governing Council, the Iranian government, and the United States. The analysis suggests that operationally and ideologically the MEK has reached a dead end.‐     

The origins of bureaucracy: an anthropological perspective

Many decades have passed since the first appearance of Max Weber's seminal study, in Wirtschaft und Gesellschaft , of the origins and characteristics of bureaucracy. His analysis was, naturally, dependent on the existing knowledge of his day; but the growth and maturity of archaeology and anthropology as academic disciplines have shed much new light on the historical and social contexts in which bureaucratic organizations emerged. This article, using Sumerian civilization as a case in point, summarizes much of what we now know about the conditions under which bureaucracy first originated and flourished. In so doing, it identifies several major human developmental and social transformations—the hominid revolution, the agrarian revolution, and the urban revolution—which played vital roles in the evolution and expansion of the bureaucratic form of organization.     

Transformation in Philippine local government

This research examined the challenges, enablers and outcomes of organisation transformation in Philippine local governments. We combined a multi-case study research design and backward mapping approach in collecting and analysing narratives from 55 leaders in 9 Filipino local government units (LGUs) that have successfully undergone transformation. Results show that the transformations of the LGUs appear to have been catalysed by three interrelated elements: vision, LGU leadership and citizen engagement. The transformation in the local governments concentrated on multiple foci of reform including structure and systems improvement, culture change, human-resource development as well as policy and programme development. This holistic approach enabled the transformation of bureaucratic and unprofessional government service to transparent, professional and efficient public service that engendered pride, transparency and social equity. Implications of the proposed model for transforming LGUs and in developing LGU leaders for good governance are discussed.