...ORGANIZATIONAL THEORY | PUBLIC MANAGEMENT | | | | 25/05/2012 | | | Sommaire INTRODUCTION 2 I. DEFINITION OF PUBLIC MANAGEMENT 4 II. PUBLIC MANAGEMENT AND PUBLIC ADMINISTRATION 4 III. THE PUBLIC MANAGEMENT MODEL 6 IV. PUBLIC MANAGEMENT AND GOVERNANCE 8 V. PRINCIPLES THEORIES OF PUBLIC MANAGEMENT 9 Public Choice Theory 10 Transaction Cost Economics 11 Principal–Agent Theory 11 Microeconomic Theory 12 The New Economic Sociology 13 VI. PUBLIC MANAGEMENT AS CRAFT 14 VII. PUBLIC MANAGEMENT AS STRUCTURE 16 VIII. PUBLIC MANAGEMENT AS INSTITUTION 17 IX. NEW PUBLIC MANAGEMENT PRINCIPLES 21 CONCLUSION 24 INTRODUCTION Public management is the subject of a rapidly growing literature that is international in scope a multifarious in content. The common sense of public management is relatively straightforward. Good public managers, whatever their particular positions or responsibilities, are men and women with the temperament and skills to organize, motivate, and direct the actions of others in and out of government toward the creation and achievement of goals that warrant the use of public authority. Few public laws and policies are self-executing, and, in their formulation, all might benefit from managerial insight and experience. Under virtually any political philosophy or regime, then, the achievement of good government requires the responsible and competent use of public authority by a government’s...
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...Name Subject Date Public Administration Public administration is to implement law. In the American system, authority flows from the people to those they vote to govern them. While a legislature passes a law and an executive signs it, the law does not implement itself. That is the task the legislature delegates to the administrator, and it is this chain of authority, flowing from the people through elected institutions to the public administrator, that makes public administration distinctively public. Faithful execution of these laws is the highest calling of public administrators and the core of administrative accountability. The Nature of Knowledge in Public Administration Public administration refers to two distinguishable but intimately related activities: (1) a professional practice (profession, occupation, field of activity), and (2) an academic field which seeks to understand, extend, criticize, and improve that professional practice as well as to train individuals for that practice. The simple meaning of the term is quite direct: it refers on the one hand to the administration or management of matters which have mainly to do with the society, polity, and its subparts which are not fundamentally private, familial, commercial, or characteristic, and on the other hand to the well-organized study of such matters. In this simplest meaning, public administration has to do with supervision the realm of governmental and other public activities. This simple...
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...Email: assignmenthelp257@gmail.com. (Email me if you need help in tackling high school, college and university assignments) Public Governance NAME: Professor: Institution: Course: Date: Virtually all management and planning theories are enamored with efficiency of organizations. Organizational efficiency’s main objective is to have branches that work and function with the least possible units and employees but they are still able to accomplish the goals of the organization. A lot of emphasis is placed on eliminating, coordinating or reducing what is seen as unnecessary redundancy. This notion of organizational efficiency was further fuelled by the fiscal constraints and scarcity of resources that dominated the funding of public organizations in the 1980s. To achieve maximum efficiency, an organization had to eliminate redundancy. Redundancy concept is relatively new to public governance and organization theory. But in technological fields like engineering, redundancy is a well-established concept. For example, the reliability of automobiles is improved by incorporating redundancies. Redundancy in organization systems is many. In an organization, maintenance teams which wait for a problem to arise in order to solve it, supervisors who manage other personnel to ensure that they are working, quality teams whose sole job is to search for defective products are all redundancy examples. Regulatory bodies coordinating the...
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...IN THE PUBLIC SERVICE OECD RECOMMENDATION The OECD Council adopted a Recommendation on Improving Ethical Conduct in the Public Service on 23 April 1998. The Recommendation is based on a set of Principles for Managing Ethics in the Public Service agreed in the Public Management Committee, to help Member countries to review their ethics management systems. Although governments have different cultural, political and administrative environments, they often confront similar ethical challenges, and the responses in their ethics management show common characteristics... Member countries need to have a point of reference when combining the elements of an effective ethics management system in line with their own political, administrative and cultural circumstances... Preamble to the OECD Recommendation PUMA Policy Brief No. 4 Public Management Service May 1998 On the proposal of the Public Management Committee the OECD Council recommends that Member countries take action to ensure well-functioning institutions and systems for promoting ethical conduct in the public service. This can be achieved by: • developing and regularly reviewing policies, procedures, practices and institutions influencing ethical conduct in the public service; • promoting government action to maintain high standards of conduct and counter corruption in the public sector; • incorporating the ethical dimension into management frameworks to ensure that management practices are consistent with the values and principles...
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...4) EXPLAIN THE NEED FOR ETHICAL PUBLIC RELATIONS IN RELATION TO THE CONSCIENCE OF AN ORGANIZATION. The importance of ethics is not only visible in public relations alone; on the contrary it encompasses each and every aspect of our daily life. The public relations of organisations that lack ethical principles are bound to fail sooner or later. The field of ethics, also called moral philosophy, involves systematizing, defending and recommending concepts of right and wrong behavior. It is defined by Parsons (2008:28) as the application of knowledge, understanding and reasoning to questions of right or wrong behavior. With this definition one can say that ethics are personal values system that each person uses to judge the right or wrong behaviour in others. In public relations discipline, ethics includes values such as honesty openness, loyalty, respect, integrity and forthright communication. Careful and consistent ethical analyses facilitate trust, which enhances the building and maintenance of relationships- after all, that is the ultimate purpose of the public relations function, (Bowen, 2008). Thus this essay will explain the need for ethical public relations in relation to the conscience of an organisation. Organisations accomplish more of their long term goals when they integrate some of what publics want, meaning that the management engages in an ongoing relationship of give and take with the publics. Scholars (Goodpaster & Matthews, 1982; J. E. Grunig & L. A. Grunig...
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...169 7th INTERNATIONAL CONFERENCE ON FINANCIAL CRIMINOLOGY 2015 13-14 April 2015,Wadham College, Oxford, United Kingdom Enhancement of the Accountability of Public Sectors through Integrity System, Internal Control System and Leadership Practices: A Review Study Mohamad Azizal Abd Aziza, Hilmi Ab Rahmanb, Md. Mahmudul Alamc, Jamaliah Saidc* a Faculty of Accountancy, Universiti Teknologi MARA (UiTM), Shah Alam, Selangor, Malaysia b Universiti Teknologi MARA (UiTM) Kelantan Campu, Malaysia c School of Business, Universiti Utara Malaysia c Accounting Research Institute (ARI), Universiti Teknologi MARA (UiTM). Shah Alam, Selangor, Malaysia Abstract Currently, governance in public administration has become a global issue as a result of the continuous stream of governance failures, fraud, inefficiency, corruption, and poor internal control and financial management. Public sectors worldwide are now under pressure to justify the sources and utilizations of public resources as well as improving the performance in their services delivery. Now it is considered as public rights to monitor the transparency and efficiency of public administration. To ensure good governance, understanding the way to improve accountability in public sector is very essential. Therefore, to enhance the accountability in the public sector, based on the literature review this study discusses on the organizational internal factors that has influences on accountability; integrity system, internal...
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...JAMAICA TRANSPORT HORACE M. WHITE AMERICAN MILITARY UNIVERSITY HRMT600 Human Resource Management Overall planning context Like all Organizations, Jamaica Transport (KIN) constantly has to adapt to external and internal changes. External changes such as economic situations, increased global commerce, new security threats or emerging environmental priorities impact directly on the organization’s business and HR plans. Internal changes, such as the need to carry out the organization’s business differently through risk management systems or a shrinking pool of skilled employees in our workforce, have equally important impacts on KIN’s business and HR plans. KIN must ensure that its current and future work, workforce and workplace are properly aligned and integrated with its goals and priorities. It has become clear that the organization’s most critical challenge is to recruit and retain the skilled workforce required to keep pace with change. This is further complicated by retirements, which bring loss of expertise, particularly among managers, as well as professional and technical employees. However, it is important to note that given the recent shift in the economic situation, the risk associated with these challenges might be diminished. Living in a changing environment brings new opportunities that might be reflected in the need to adjust and realign KIN’s focus and strategies. This reality requires strategic responses through a rigorous and...
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...EFFICIENCY AND ACCOUNTABILITY OF PUBLIC SECTOR REVENUE AND EXPENDITURE IN NIGERIA (1970-2014) Omodero Cordelia Onyinyechi and Prof. M.C. Okafor 1 Doctoral Student of Accounting, Micheal Okpara University of Agriculture, Umudike, Umuahia, Abia State, Nigeria. 2 Department of Accounting, Micheal Okpara University of Agriculture, Umudike, Umuahia, Abia State, Nigeria. ABSTRACT: Nigeria is the sixth largest producer of oil and gas in the world, but the average Nigerian on the street is poor and there is poor infrastructure like power supply, roads, hospitals etc. This study examines the efficiency and accountability of public sector revenue and expenditure in Nigeria (1970-2014). Data on total federal government revenue and expenditure, state governments’ revenue and expenditure were collected from Statistical bulletin from the Central Bank of Nigeria from 1970-2014. The results were analysed using relevant statistical tools. The findings reveals that the level of accountability is very poor in Nigeria because the attributes of accessibility, comprehensiveness, relevance, quality, reliability and timely disclosure of financial information, social and political information about government activities are completely non available or partially available for the citizens to assess the performance of public officers mostly the political office holders. Conclusively and evidently the study has revealed that there is significant relationship between efficiency of public sector expenditure, recurrent...
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...ABSTRACT BACKGROUND: During the last two years, most of the Private Equity (PE) companies of Bangladesh have increased their investments significantly. Easy access to capital, as well as inexpensive leverage, has led to an increase in activity of PE buy-outs of market leaders with strong cash flow. The competition for objects that are for sale has amplified, which has resulted in price increases of the objects. The higher prices offered by the PE companies also affects the number of initial public offerings (IPO) on the Dhaka and Chittagong Stock Exchanges. One reason for the small number of current IPOs is that the objects simply have been valued higher by PE companies than they would do in an IPO. PURPOSE: The purpose with this thesis is, from a shareholder’s point of view, to analyze and describe the reasons of making an IPO instead of selling to a PE company. METHODOLOGY: Since the research is based on gathering and understanding information regarding specific persons’ choices and motives, a qualitative approach has been conducted. CONCLUSION: All the main motives of the IPO could have been achieved by selling to PE Company, except the motive of attaining share liquidity. One of the attractive reasons for share liquidity is that shareholders easily can choose between reducing ownership, increasing ownership or remain with existing shares. Another attractive reason is that financial institutions normally become shareholders, which in turn increases the credibility...
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...FRAME WORK FOR THE PUBLIC SECTOR Objective of presentation This Framework has been designed to assist people who manage agencies and other authorities to adopt best practices for asset management. These processes may vary to accommodate individual circumstances, but in each instance the objective is to achieve the best use of our assets for the benefit of all the stakeholders. What are Assets? The assets may be natural resources, building structures, land, plant and equipment, heritage and cultural assets, or any other form of infrastructure. It includes physical resources, like roads, telecommunication networks, schools, hospitals and road networks. Financial information and human resources, including intellectual property, are not included in this essay. What is Asset management? “Asset Management is a process of guiding the initiation, acquisition, use and maintenance, and disposal of assets, to make the most of their service delivery potential and manage the related risks and costs over the full life of the assets.” KC Leong, 2004, The Essence of Asset Management. A second definition reads thus: Asset management is the process of creating value within the owner’s objectives through acquisition, use and disposal of assets. Gordon MacNair, 2010. In the second definition the owners objectives is an essential ingredient of the Asset management hence getting it right involves the activation of the organisations strategic objectives. Asset Management from the Private...
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...title: Public Management (V502) Final Exam (Fall 2015) Student: Giang Le. Email: gle@indiana.edu Professor: Claudia N. Avellaneda. Email: cavellan@indiana.edu “The world in which public managers function is rapidly changing and vastly different from that contemplated by the early intellectual stalwarts of public administration. Public agencies are expected to collaborate with each other, with nonprofit organizations and with citizen groups and to use modern technology strategically to manage and deliver services. They are under powerful pressures to use resources efficiently as markets and quasi-markets influenced by global forces play a much greater role in structuring service delivery” (L.R Jones et al 2001). Therefore, understanding public management, its affecting factors as well performance management is extremely important public managers in term of managing public organization and delivering best public services to citizenry. My essay will summarize some definition from different scholars and describing factors that affecting to the public management and/or performance of organization in the first part. The second part will be continued by providing definition of performance management and the measures that can be used by public managers and auditing agencies to assess performance of organization. I. Public management and affecting factors 1. Definition of public management The definition of public management are varied by authors. While management typically...
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...Analyst information intermediation – private and public information –and the central role of knowledge and social forces in economic processes in the ‘market for information’. John Holland, University of Glasgow, Jo Danbolt, University of Edinburgh, Lei Chen, University of Keele. John Holland, University of Glasgow, The Adam Smith Business School, University of Glasgow, Main Building, Glasgow, G12 8QQ, Scotland Abstract: This paper develops a model of the information intermediation role of analysts in the ‘market for information’ (MFI). It illustrates how the same type of ‘soft’ intangibles information changes as it progresses through analyst information intermediation processes. The latter concern: company disclosure; analyst acquisition and analysis of company information; analyst reporting processes; and market impacts. The common information concerns ‘soft’ or qualitative information about the company intellectual capital (IC) or intangibles in the company business model. Banks and bank analysts are used as examples. Knowledge, social and economic factors in the wider ‘market for information’ (MFI) are shown to be major influences on ‘soft information’ and how it changes in analyst information intermediation processes. Negative knowledge and social factors play a role in weakening and eventually destabilising economic processes in analyst and the MFI. They were important factors in creating knowledge and information problems in analysts and the MFI, both ongoing...
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...PROJECT MANAGEMENT Introduction Many definitions had been given to project by different authors, due to the fact that project is a multidisciplinary word that has different meaning from different perspective and orientations. Engineers, Architects, Managers and so on, have their definitions coined out from their experiences as far as their professions are concerned. Project according to Project Management Institute, PMI, (2006) cited in Pinto (2007) “is a temporary activity or endeavor undertaken purposely to create a unique output (product or service) within budget, time and standards. Turner and Muller (2003) in their own words defined project as “an organization of human materials and financial resources in a novel way, to undertake a unique scope of work, of given specification, within constraints of cost and time, defined by quantitative and qualitative objectives so as to achieve a beneficial change”. The uniqueness of project is pointing to its genuine nature in the sense that there may not be a pre-existing blue print for the project’s execution and there may not be a need to repeat the project once completed. Its goal characteristics may be well perceive as achieving stated objectives or solve a particular problem, while its temporary nature signifies a discrete, definable commencement and conclusion. Project management on the other hand, according to Abbasi and Al-Mharmah (2005) “is the art and science of planning, designing and managing work throughout all the phases...
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...The Good Governance Standard for Public Services The Independent Commission for Good Governance in Public Services The Independent Commission for Good Governance in Public Services, chaired by Sir Alan Langlands, worked throughout 2004. Through two rounds of consultation, the Commission drew on the views of a wide range of people with experience of governance, and of service users and citizens, to produce the Good Governance Standard for Public Services. The Standard presents six principles of good governance that are common to all public service organisations and are intended to help all those with an interest in public governance to assess good governance practice. The Independent Commission for Good Governance in Public Services was established and supported by the Office for Public Management (OPM®) and the Chartered Institute of Public Finance and Accountancy (CIPFA), in partnership with the Joseph Rowntree Foundation. The Good Governance Standard for Public Services The Independent Commission on Good Governance in Public Services Good Governance Standard for Public Services © OPM and CIPFA, 2004 OPM (Office for Public Management Ltd) 252b Gray’s Inn Road London WC1X 8XG tel: 020 7239 7800 fax: 020 7837 5800 email: office@opm.co.uk web: www.opm.co.uk CIPFA (The Chartered Institute of Public Finance and Accountancy) 3 Robert Street London WC2N 6RL tel: 020 7543 5600 fax: 020 7543 5700 web: www.cipfa.org.uk ISBN: 1 898531 86 2 This book may not, in part...
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...Universitatis Apulensis Series Oeconomica, 11(2), 2009 639 THE PERFORMANCE MANAGEMENT IN PUBLIC INSTITUTIONS OF HIGHER EDUCATION AND THE ECONOMIC CRISIS Rodica Gherghina 1 Florin Văduva 2 Mirela Anca Postole 3 ABSTRACT: The need to reduce public spending in the developin g process and funding of public services has led to the introduction of performance indicators in the public institutions. Moreover, the need to optimize the educational activity, the implementation of an efficient management, insuring the quality and the compatibility of the e ducational systems has led to numerous investigations in this area by adopting, as a theor etical reference framework some organizational models to explain the functionality of the educatio nal system and to define a performance appraisal system. Each model generated by default a certain p hilosophy regarding the evaluation methods of the institutional performance, design and use of th e performance indicators on education institutions . Key words: economic crisis, performance, indicators , education JEL codes: I21, H52 Introduction Changes in higher education in Romania, just as thr oughout Europe and elsewhere, were as many and radical as they were continuous. Since the early 1990s, the first private universities were established in Romania and the number of public uni versities, of the faculties or of the new curriculum, respectively...
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