scholarly journals „It is true that a society that does not invest in its education is very short sighted” Interview with Geert Bouckaert, professor at the KU Leuven Governance Institute, President of the International Institute of Administrative Sciences

2018 ◽  
Vol 13 (4) ◽  
pp. 63-67
Author(s):  
György Jenei
Keyword(s):  
Performance Management ◽  
Public Administration ◽  
Public Management ◽  
International Institute ◽  
Public Governance ◽  
Finance Management ◽  
Editorial Boards ◽  
Research And Teaching ◽  
Public Sector Reforms ◽  
The University

Geert BOUCKAERT is currently the President of the International Institute of Administrative Sciences (IIAS) (2013-2016-2019). He was the President of the European Group for Public Administration (EGPA) (2004-2010). He is Professor at the KU Leuven Public Governance Institute (Faculty of Social Sciences) of the KU Leuven, Belgium. From 1997 to 2012, he was the Director of its KU Leuven Public Governance Institute. His fields of research and teaching are Public Management, Public Sector reforms, Performance Management and Finance Management. He is also visiting Professor at the University of Potsdam (Germany). He is a member of many editorial boards, including PAR, JPART, and PPMR. Geert Bouckaert received several international awards in recognition to his scientific contributions in Public Administration. Professor Bouckaert published many books and articles on Public Management and Public Administration Reforms. Our birthday greetings to professor Geert Bouckaert are on the back cover.

Understanding the Field of Public Policy in the Context of Public Administration Evolution

2022 ◽  
pp. 22-44
Author(s):  
Feras Ali Qawasmeh
Keyword(s):  
Public Policy ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Critical Discussion ◽  
Public Governance ◽  
The Public ◽  
New Public ◽  
Review Study ◽  
New Public Governance

Public policy is classified as a major field in public administration. Therefore, to understand the context of public policy as a field, it is essential to explore its root developments in public administration from epistemological and chronological perspectives. This chapter is a review study referring to main scholarly works including books, academic articles, and studies. The chapter first helps researchers and students in comprehending the evolution of public administration in its four main stages including classical public administration, new public administration, new public management, and new public governance. Second, the chapter presents a general overview of the evolution of the public policy field with particular attention paid to the concepts of Harold Lasswell who is seen as the father of public policy. The chapter then discusses different definitions of public policy. Various classifications of public policy are also investigated. The chapter ends with a critical discussion of the stages model (heuristics).

Electronic Service Delivery in the Local Indian Community of Visakhapatnam

2011 ◽  
pp. 664-669
Author(s):  
V. Venkatakrishnan
Keyword(s):  
Performance Management ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Indian Community ◽  
The Public ◽  
Electronic Service ◽  
New Public ◽  
Managing For Results ◽  
And Performance

New public management (NPM) conceptualised public administration as a business, to be managed with business-like techniques. Since services had to be assessed by the criteria of quality, efficiency, and satisfaction of citizens, the public sector had to reorganize its processes. As strong emphasis was on the services, improving their delivery was expected to facilitate achieving the above criteria. The terms of the NPM approach such as “customer focus, managing for results, and performance management” have become part of the standard language of public administration (Ali, 2001; Bekkers & Zouridis, 1999; Crossing Boundaries, 2005; Spicer, 2004).

A Place at the Table: Organization Theory and Public Management

2020 ◽  
Vol 3 (2) ◽  
pp. 77-82
Author(s):  
Andrew B Whitford ◽  
H Brinton Milward ◽  
Joseph Galaskiewicz ◽  
Anne M Khademian
Keyword(s):  
Organizational Behavior ◽  
Public Administration ◽  
Organization Theory ◽  
Public Management ◽  
International Workshop ◽  
Public Organizations ◽  
Recent Emergence ◽  
The 1960S ◽  
The University

Abstract In November 2018, the University of Arizona’s School of Government and Public Policy hosted an international workshop on the role of organization theory in public management. The intention was to renew interest in organization theory in public management research. Scholars such as Herbert Simon, Herbert Kaufman, and Richard Selznick made seminal contributions to organization theory through the study of public organizations from the 1940s through the 1960s. In our estimation, organization theory is underrepresented in public administration scholarship for the last several decades. There are natural reasons for this trend, including the discipline’s turn towards organizational behavior and the ascendancy of techniques that advance the study of large datasets and those that allow for experimental control. The recent emergence of “behavioral public administration” is a prominent example of this evolution. This symposium is an attempt to make a place at the table of public management for organization theory. The articles in this symposium contain articles from scholars who operate in the tradition of classic organization theory in new and innovative ways to lend intellectual purchase to studies of public organizations and public organizational networks.

Sustainable Value as a Tool for Performance Measurement of the Region

2018 ◽  
Vol 16 (4) ◽  
pp. 693-713
Author(s):  
Jan Fuka ◽  
Petra Lesakova ◽  
Robert Bata
Keyword(s):  
Performance Management ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Corporate Performance ◽  
Regional Level ◽  
Public Servants ◽  
New Public ◽  
Sustainable Value ◽  
New Challenges

Public servants are confronted with the need to reflect the reality of the changing world. In past decades, managerial methods have begun to penetrate into public administration, which has gained the name of New Public Management . This approach has been criticized by part of both scholars and practitioners, because of the fact that it brings too many economic and managerial principles from the private sector. We think that New Public Management is still open to new challenges, but with emphasizing the values that are typical for public administration. The use of Corporate Performance Management using Sustainable Value methodology can be such challenge. The aim of paper is to introduce, modify and use Sustainable Value as a tool for Corporate Performance Management within New Public Management, for its use at regional level to measure the performance.

scholarly journals The Center Page

2013 ◽  
Vol 46 (03) ◽  
pp. 698-699
Keyword(s):  
Public Policy ◽  
Public Administration ◽  
Public Management ◽  
University Of Southern California ◽  
Department Of Health ◽  
Take Back ◽  
Hands On ◽  
Faculty Positions ◽  
The Us ◽  
The University

Based on a generous future bequest by the 2013 APSA Gaus Lecturer Beryl A. Radin, APSA announced the creation of the APSA Pracademic Program supported by the Beryl Radin Fund. Professor Radin described herself as a “pracademic” because she has moved back and forth between the world of the practitioner and that of the academic. Beryl A. Radin's government service included an assignment as a special advisor to the assistant secretary for management and budget of the US Department of Health and Human Services (HHS) as well as other experiences in the Office of Management and Budget and HHS. She is a fellow of the National Academy of Public Administration, editor of the book series “Public Management and Change” at Georgetown University Press, past president of the Association for Public Policy Analysis and Management, former head of the APSA public administration section, and has held faculty positions at the University of Southern California, the University of Albany, and American and Georgetown universities. As the title suggests, this will be a fellowship aimed at providing APSA member academics in the fields of public policy and public administration with practical, hands-on experience that the recipients can take back to their institutions and classrooms to help build bridges between the worlds of academe and applied politics.

scholarly journals Styring, professionel dømmekraft og faldgruber for fagprofessionel værdiskabelse

2018 ◽  
Vol 14 (26) ◽  
pp. 86
Author(s):  
Marie Østergaard Møller
Keyword(s):  
Performance Management ◽  
Professional Practice ◽  
Public Management ◽  
Professional Judgment ◽  
Political Accountability ◽  
10Th Anniversary ◽  
Goal Management ◽  
University Colleges ◽  
The University

In the literature on public management, the dominant perspective of professional practice is a concern for lack of political accountability and a risk of self-interested behavior in the interaction with citizens. For many years, performance management has been seen as a solution to this concern. Within the field of professional practice, the dominant perspective is a concern that performance management hijacks the autonomy of professionals and contributes to the proletarization of the professions. Evidence for both perspectives is mixed and there is a lack of knowledge about how professionals handle these claimed conflicts and whether performance management can be seen as a solution to this. The article discusses a particular relationship between management and practice: the professional judgment and concludes that there are two pitfalls to support the quality of professional practice: external goal management of professional practice and the absence of a reflection culture in professional practice. The article is a contribution to the 10th anniversary of the university colleges and can be read as an analysis of the managerial and professional context students will encounter as graduated professionals.

scholarly journals The craft of public administration in Eurasia

2019 ◽  
Vol 35 (4) ◽  
pp. 465-484
Author(s):  
Karl O’Connor ◽  
Paul Carmichael
Keyword(s):  
Public Policy ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Administrative Reform ◽  
Public Governance ◽  
Policy Interventions ◽  
New Public ◽  
Elite Level ◽  
Administrative Elites

In an innovative approach, applied to a region of the world on which research remains in its infancy, this article identifies the dominant administrative reform traditions embedded within the administrative elites responsible for administrative reform in Eurasia. Our contribution is twofold. Firstly, we establish a mechanism for measuring bureaucrat perceptions of administrative reform that may be replicated in other regions, by identifying the extent to which the three dominant Western traditions of public service (traditional public administration, new public management and new public governance) have been embedded in Eurasian societies. The article thereby demonstrates the effectiveness of these turns in public administration to be ‘learned’ and become embedded within the psyche of elite-level bureaucrats in these Eurasian post-Soviet regimes. The article posits that, while members of these elites hold several common governance perceptions, understanding of administrative reform differs markedly between bureaucrats and is broadly aligned with various aspects of the three dominant turns in public administration. Therefore, it is recommended that some rebalancing needs to take place between international/regional public policy interventions and public administration interventions. While public policy interventions are of course required, the administrative foundations upon which they are built (or learned), require greater attention to the needs, skills and attitudes of practitioners.

POTENTIAL OF PUBLIC PARTICIPATION IN THE PROCESS OF MODERNIZATION OF PUBLIC ADMINISTRATION IN MODERN RUSSIA

2015 ◽  
Vol 10 (4) ◽  
pp. 73-82
Author(s):  
Васютин ◽  
Yuriy Vasyutin ◽  
Матвеева ◽  
Ekaterina Matveeva
Keyword(s):  
Civil Society ◽  
Public Participation ◽  
Public Administration ◽  
Public Management ◽  
Public Involvement ◽  
New Public Management ◽  
Point Of View ◽  
Public Governance ◽  
New Public ◽  
New Public Governance

In the article authors concentrate attention on the analysis of the processes of modernization of the management system which are realized in many democratic states. The analysis of basic models of public administration from the point of view of definition of participation possibility of public institutes in them is submitted. From this side the models of New Public Management and New Public Governance are presented to judgment. On the basis of consideration of the limits of public participation put in the analyzed concepts, authors come to a conclusion that the model of New Public Governance substantially broadens spheres of possible citizens’ participation in administration and can become the basis for transition to network model of interaction of state and civil society. It gives the chance to analyze practices of public participation, mechanisms of public involvement, and also to estimate efficiency of activities of state institutes for institutionalization of civil society.

To the Question about Terminology Optimization for the Theory of Public Administration and Administrative Law in the Context of Understanding Efficient, Good, Reasonable Public Governance

2016 ◽  
Vol 4 (7) ◽  
pp. 0-0
Author(s):  
Юрий Аврутин ◽  
Yuriy Avrutin
Keyword(s):  
Public Administration ◽  
Public Management ◽  
Control Function ◽  
Academic Discipline ◽  
Administrative Law ◽  
Public Governance ◽  
Specific Content ◽  
Control Functions ◽  
The Status ◽  
Concept Of Function

The article analyzes the approaches of the theory of public management and administrative law to such concepts as public governance, public administration and regulation, proves inexpediency of the use of the wide approach to understanding public administration; analyzes a pproaches to understanding control functions and managerial functions, suggests the author’s definition of the concept of “function” and “control function”, proves the expediency of using such concepts as functions-tasks and functions-operations. The author pays special attention to problematic issues of understanding governance as efficient, good, proper, reasonable governance, reveals general and specific content of these concepts, proves that they are conventional concepts and serve as qualitative characteristics of public governance and are of a doctrinal political-legal and axiological nature. As doctrinal concepts, they can influence modernization of the administrative law paradigm as a science, academic discipline, and a branch of legislation. The use of these concepts for instrumental purposes can help to specify criteria and indices, applied during the assessment of the status of public governance, actions and decisions of public administration agencies and functionaries, to the level of common sense, reflecting social feeling of citizens on the way to overcome estrangement between power and population, which is traditional for Russia.

scholarly journals The Quest for Results: Opportunities for Using Performance Measurement in Chinese Public Administration

2016 ◽  
Vol 6 (3/4) ◽  
pp. 25
Author(s):  
Stuart Kasdin
Keyword(s):  
Performance Management ◽  
Public Administration ◽  
Public Management ◽  
Government Agency ◽  
Successful Implementation ◽  
Performance Management System ◽  
Performance Information ◽  
The Government ◽  
Agency Management ◽  
Chinese Public

This paper examines the current situation of public management in China and the potential that management reforms might bring improvement. The primary goal of the paper is to examine the opportunities that incentivized performance measures have to enhance that agency management. The paper analyzes the conditions for how performance information can be fashioned into a metric, which is contractible. It then looks at the types of incentives that can be tied to the metric. It also considers the flexibility of the government agency, the central budget office, and the oversight entities, and the roles that each plays in ensuring successful implementation of a performance management system.

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