Pink Tape: A Feminist Theory of Red Tape

Public Voices ◽  
2016 ◽  
Vol 13 (2) ◽  
pp. 33
Author(s):  
Lauren Bock Mullins
Keyword(s):  
Feminist Theory ◽  
Public Administration ◽  
Social Health ◽  
Representative Bureaucracy ◽  
Exploratory Research ◽  
Effective Management ◽  
Organizational Training ◽  
The Public ◽  
Red Tape ◽  
Formal Equality

This article links literature on the glass ceiling to literature on red tape by analyzing how red tape fits into a larger discussion of substantive and formal equality and offers three propositions toward forming a theory of pink tape, as a stepping-stone for future exploratory research to advance the agenda of women in public administration. The theory of pink tape has implications for organizational training, psychological/social health of women, effective management of the public sector, and representative bureaucracy.

From the Politics of Bureaucracy to the politics of representative bureaucracy

2019 ◽  
Vol 21 (3) ◽  
pp. 494-503 ◽  
Author(s):  
Eckhard Schröter
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Social Groups ◽  
Political Legitimacy ◽  
Representative Bureaucracy ◽  
Organisational Performance ◽  
The Public ◽  
The Social ◽  
Potential Benefits ◽  
Treat All

The Politics of Bureaucracy provides an important impetus for the research of representative bureaucracy and at the same time serves as an analytical frame for a research agenda on representativeness in the public sector. The major impetus comes from one of the book’s core messages that public administration is tightly interwoven with politics and society. As a reform paradigm, representative bureaucracy aims for a public sector workforce that mirrors the social composition of the society it is supposed to serve. If successful, this measure is expected to improve organisational performance, relations with social groups and also overall political legitimacy. However, representativeness is no panacea to treat all problems of diverse societies and non-responsive bureaucracies. Rather, potential benefits have to be discounted against likely pitfalls and extra costs incurred through the pursuit of representativeness. What is more, the inherent tensions with competing reform paradigms have to be taken into account.

“Representative bureaucracy as a leadership issue: the Canadian case”

2020 ◽  
Vol 16 (4) ◽  
pp. 393-410
Author(s):  
Tim A. Mau
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Service ◽  
Representative Bureaucracy ◽  
Gender Representation ◽  
Administrative Leadership ◽  
Content Type ◽  
The Public ◽  
Public Sector Leadership ◽  
Federal Public Service

PurposeThe public administration literature on representative bureaucracy identifies several advantages from having a diverse public service workforce, but it has not explicitly focused on leadership. For its part, the public sector leadership literature has largely ignored the issue of gender. The purpose of this paper is to rectify these limitations by advancing the argument that having a representative bureaucracy is fundamentally a leadership issue. Moreover, it assesses the extent to which representativeness has been achieved in the Canadian federal public service.Design/methodology/approachThe paper begins with a discussion of the importance of a representative bureaucracy for democratic governance. In the next section, the case is made that representativeness is fundamentally intertwined with the concept of administrative leadership. Then, the article provides an interpretive case study analysis of the federal public service in Canada, which is the global leader in terms of women's representation in public service leadership positions.FindingsThe initial breakthrough for gender representation in the Canadian federal public service was 1995. From that point onward, the proportion of women in the core public administration exceeded workforce availability. However, women continued to be modestly under-represented among the senior leadership cadre throughout the early 2000s. The watershed moment for gender representation in the federal public service was 2011 when the number of women in the executive group exceeded workforce availability for the first time. Significant progress toward greater representativeness in the other target groups has also been made but ongoing vigilance is required.Research limitations/implicationsThe study only determines the passive representation of women in the Public Service of Canada and is not able to comment on the extent to which women are substantively represented in federal policy outcomes.Originality/valueThe paper traces the Canadian federal government's progress toward achieving gender representation over time, while commenting on the extent to which the public service reflects broader diversity. In doing so, it explicitly links representation to leadership, which the existing literature fails to do, by arguing that effective administrative leadership is contingent upon having a diverse public service. Moreover, it highlights the importance of gender for public sector leadership, which hitherto has been neglected.

Environmental modernization and administrative simplification in Portugal

elni Review ◽  
2016 ◽  
pp. 10-17
Author(s):  
Alexandra Aragão
Keyword(s):  
Public Administration ◽  
Critical Analysis ◽  
The Political ◽  
Effective Management ◽  
Political Will ◽  
Constitutional Amendments ◽  
The Public ◽  
Administrative Simplification ◽  
Detailed Presentation ◽  
Made In

The fight against bureaucracy has been a constitutional goal in Portugal since 1982, when the first constitutional amendments were made. In Article 267(1), the following was included on the organization and goals of the Public Administration: “the Public Administration shall be structured in such a way as to avoid bureaucratisation, bring departments and services closer to local people and ensure that interested parties take part in its effective management, particularly via public associations, residents’ organisations and other forms of democratic representation”. Unfortunately, the mere fact of having a constitutional article dedicated to bureaucracy does not automatically fulfil the intended goal unless there is also the political will, governmental commitment and institutional capacity to achieve the objective. Since 2005 the conditions for serious and systematic simplification have finally been met. In this article, the legal and political context in which the first modernization initiatives occurred, firstly, is briefly explained. Then, the article moves on to a more detailed presentation and critical analysis of the recent legal changes that took place in 2015 and transformed the environmental bureaucracy landscape in Portugal.

scholarly journals The Public Affairs Faculty Manual: A Guide to the Effective Management of Public Affairs Programs Edited by Bruce McDonald III and William Hatcher

2021 ◽  
Vol 7 (2) ◽  
pp. 293-296
Author(s):  
Michael Overton
Keyword(s):  
Higher Education ◽  
Public Administration ◽  
Public Affairs ◽  
Academic Administrators ◽  
Leadership Roles ◽  
Effective Management ◽  
The Public ◽  
Fundamental Knowledge ◽  
Broad Overview

In The Public Affairs Faculty Manual: A Guide to the Effective Management of Public Affairs Programs, editors Bruce McDonald III and William Hatcher, provide a broad overview on designing, leading, and managing a public affairs (PA) program. The edited volume is explicitly written for PA faculty in new leadership roles in higher education, though it is a useful reference for administrators of all levels and even useful for regular faculty. Despite excellent journals focused on PA education, such as Journal of Public Affairs Education, and Teaching Public Administration, there is a clear need for a focused cultivation of fundamental knowledge, research, and experience-informed advice for academic administrators in PA programs.

scholarly journals Los institutos y escuelas de Administración Pública como centros de gestión del conocimiento para la innovación. la experiencia de la EFIAP.

2019 ◽  
pp. 72-84
Author(s):  
Francisco SAAVEDRA GARCÍA ◽  
Ángel INIESTA NICOLÁS
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Public Administration ◽  
Effective Management ◽  
Continuous Training ◽  
The Public ◽  
Administrative Action ◽  
Rapid Changes ◽  
Recursos Humanos

Laburpena: Administrazio publikoak gaur egun duen erronka handienetako bat honako hau da: zerbitzatzen duen gizarteak bizi dituen aldaketa azkar eta etengabeetara egokitzeko gaitasun nahikoa izatea. Egia esan, Administrazio publikoa aldakorra den ingurunera egokitzeko aski arina izateaz gain, aldaketa horiei aurre hartzeko gai ere izatea nahiko genuke. Prestakuntza eta, bereziki, ezagutzaren kudeaketa aldaketa faktorea dugu, eragina izan behar duena administrazioaren ekintzaren modernizazioa eta kalitatean. Horrenbestez, enplegatu publikoaren etengabeko prestakuntzaren bidez eskuratzen den ezagutza horrek administrazio berri batera egokitu behar du, eta administrazio horrek prestakuntza, giza baliabideen eskubide batez harago, profesionalizazio eta aldaketarako elementu gisa ulertu beharko du, kudeaketa eraginkorrago eta efizienteagoa lortze aldera. Hori dela eta, Murtziako Eskualdeko Administrazio Publikoko Prestakuntza eta Berrikuntza Eskolan (aurrerantzean, EFIAP) ezagutzaren kudeaketa funtsezko tresna iruditzen zaigu berrikuntzarako, administrazioaren aldaketarako eta langileen motibaziorako, izaera publikoaren balioa nabarmenduz prestakuntza-ekintza guztietan. Hau da, herritarrei ematen zaien zerbitzu horrek izan behar du Administrazioaren izateko eta jarduteko arrazoia. Resumen: Uno de los principales desafíos a los que se enfrenta hoy día la Administración pública es el de tener suficiente capacidad de adaptación a los continuos y rápidos cambios que vive la sociedad a la que sirve. En realidad, la Administración pública no solo debe ser suficientemente ágil para adaptarse al medio cambiante, sino que sería deseable que fuese capaz de anticiparse a esos cambios. La formación, y más concretamente la gestión del conocimiento, es un factor de cambio que debe incidir en la modernización y calidad de la acción administrativa. Por ello, el conocimiento a través de la formación continua del personal empleado público debe adaptarse a una nueva Administración que reconozca dicha formación, no sólo como un derecho de sus recursos humanos, sino como un elemento de profesionalización y cambio para una gestión más eficaz y eficiente. Por esta razón, desde la Escuela de Formación e Innovación de la Administración Pública de la Región de Murcia (en adelante EFIAP) apostamos por la gestión del conocimiento como la herramienta esencial para la innovación, el cambio en la Administración y la motivación de su personal, inculcando el valor de lo público en todas las acciones formativas. En definitiva, una Administración en la que en su razón de ser y actuar esté el servicio a la ciudadanía. Abstract: One of the main challenges facing the public administration today is to have sufficient capacity to adapt to the continuous and rapid changes that the society it serves experiences. In reality, public administration must not only be sufficiently agile to adapt to the changing environment, but it would be desirable if it were able to anticipate these changes. Training, and more specifically knowledge management, is a factor of change that must affect the modernization and quality of administrative action. Therefore, knowledge through the continuous training of public employed personnel must be adapted to a new Administration that recognizes such training, not only as a right of its human resources, but as an element of professionalization and change for more efficient and effective management. For this reason, from EFIAP we are committed to knowledge management as the essential tool for innovation, change in administration and the motivation of its staff, instilling the value of the public in all training actions. In short, an Administration in which service to citizenship is its raison for being and acting

scholarly journals Typical bureaucratic problems in the Turkish public and police administrations: The case of Hrant Dink's assassinationTürk kamu yönetiminde bürokrasi sorununun Türk polis teşkilatındaki yansımaları: Hrant Dink suikasti örneği

2016 ◽  
Vol 13 (1) ◽  
pp. 939
Author(s):  
Hakan Batırhan Kara
Keyword(s):  
Public Administration ◽  
Ottoman Empire ◽  
Human Resource ◽  
Hierarchical Structure ◽  
Police Force ◽  
Turkish National Police ◽  
The Public ◽  
Public Work ◽  
Red Tape ◽  
National Police

Turkish public administration inherited its’ features from Ottoman Empire. These features continued until today. Turkish public administration resuming the heritage from history, possesses some problems similar to other countries. Therefore, these problems lead to some malfunctions in both service and production. In this sense, police force as a component of public administration also leads to some malfunctions in the services they provide. It is argued that Turkish public adminmistration close to Weberian model has a strictly centralist and hierarchical structure, that has problems in planning and coordination, that has a problematic human resource and that red-tape dominates the public work. It can easily be said that same problems are prevalent in Turkish National Police as well. These features and problems cause some problems in work and procedures. It can be argued that these malfunctions had some effect in Hrant Dink assasination. Therefore it is a must to examine cases such as Hrant Dink assasination and take the inferences of such studies into consideration in preventing the recurrence of such cases. Özet Türk kamu yönetimi özelliklerini Osmanlı Devleti’nden miras olarak almıştır. Bu özellikler genel olarak günümüze kadar devam ede gelmiştir. Tarihten gelen mirasa sahip Türk kamu yönetimi diğer ülkeler gibi birtakım sorunları bünyesinde barındırmaktadır. Dolayısıyla bu sorunlar kamu yönetiminde hizmet ve üretimde bazı aksamalara da neden olmaktadır. Bu bağlamda kamu yönetiminin bir parçası olan Emniyet Teşkilatı da sahip olduğu sorunlar nedeniyle sunduğu hizmetlerde birtakım yanlışlıklara sebebiyet vermektedir. Bu çalışmanın çıkış noktası Weber’yen modele yakın görülen Türk kamu yönetiminin, aşırı merkeziyetçi ve hiyerarşik bir yapıya sahip olması, planlama ve eşgüdümde sorunlar yaşaması, insan kaynaklarında sorunlar yaşanması ve işlerde kırtasiyeciliğin hâkim olmasıdır. Bu sorunların benzerinin Emniyet Teşkilatı özelinde olduğu da söylenebilir. Emiyet Teşikatı’nın sahip olduğu bu özellikler iş ve işleyişte birtakım sorunlara sebep olmaktadır. Bu özelliklerin Hrant Dink suikastına etkisi olduğu söylenebilir. Bu suikastın gerçekleşmesinde emniyetin aşırı merkeziyetçi ve hiyerarşik yapısının, eşgüdümde yaşadığı sorunların etkisi bulunmaktadır. Işte bu çalışma da Türkiye’de bu tür olayların yeniden yaşanmaması için Hrant Dink suikastı gibi örnek olayların iyi incelenmesi ve çıkarımlarının bürokrasideki sorunların düzeltilmesi amacıyla gerçekleştirilmiştir.

scholarly journals Burdens, Sludge, Ordeals, Red Tape, Oh My! A User’s Guide to the Study of Frictions

2020 ◽  
Author(s):  
Jonas Krogh Madsen ◽  
Kim Sass Mikkelsen ◽  
Donald Moynihan
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Research Opportunities ◽  
The Public ◽  
Mutual Learning ◽  
Red Tape ◽  
New Research ◽  
Conceptual Confusion ◽  
Dramatic Growth

Recent years has seen dramatic growth to the study of frictions that individuals experience, especially in their interactions with the public sector, creating both the potential for new research opportunities and conceptual confusion. We seek to head off the latter by providing, in one place, a definition, description of the development, and comparison of four dominant conceptions of frictions: ordeal mechanisms, red tape, administrative burden, and sludge. In particular, we discuss the four concepts' definition and use in terms of their objectivity, distributive effects, object and domain, and deliberate design. The paper helps researchers to understand the overlap and distinctions between these concepts, and the role of public administration in these different traditions. Comparisons of the different approaches' thinking also suggest opportunities for mutual learning.

scholarly journals The Possibility of the application of E- Government and its Impact on Organizational Agility in Ministry of Financial An analytical study

2021 ◽  
Vol 11 (3) ◽  
Author(s):  
Zakriea Yehea Ali ◽  
Salahaldien AbdulKadier Al- Nuaiemi
Keyword(s):  
Public Administration ◽  
Analytical Study ◽  
National Level ◽  
Organizational Agility ◽  
The Public ◽  
Governmental Organizations ◽  
Red Tape ◽  
Ministry Of Finance ◽  
The Impact ◽  
Government Institution

This study came to focus the research on two important topics in the field of public administration, namely "E-Government" and "Organizational Agility", as they can be considered as modern scientific foundations whose adoption can contribute .Making changes and qualitative developments in the performance of the public service provided by governmental organizations, which leads to continuous improvement, reducing red tape and controlling the possibilities of widespread administrative corruption .He also touched on the advantages and risks of e-government, its requirements and stages of application ,with the aim of clarifying and measuring the impact of e-government on organizational agility as one of the contemporary administrative approaches, as well as identifying the advantages and problems of applying e-government in an important government institution at the national level... which is the Ministry of Finance.

Representative Public Administration as the Modelling Behaviour for the New Bureaucracy

2014 ◽  
Vol 11 (1) ◽  
pp. 51-79
Author(s):  
Mirko Pečarič
Keyword(s):  
Public Administration ◽  
Rule Of Law ◽  
Present Situation ◽  
Representative Bureaucracy ◽  
Public Servants ◽  
Public Funds ◽  
The Rule Of Law ◽  
The Public ◽  
Widespread Belief ◽  
Merit System

There is a widespread belief that the states and markets are not the omnipotent institutions. Although public participation is gaining importance, this paper argues that in the present situation liberal and democratic elements can be fastest achieved by promotion of values in the public administration. The idea is built on a notion of active representative bureaucracy, while passive representation of the society should be still under the rule of law and/or merit system of hiring public servants. The proposed strategy in a time of austerity is somehow illogical, but it could be efficient: more public funds should be given in education, (re)training and practical experiments of the good practices from other states should become more relevant. Although in our time – when reductions of public funds and dismissals of employees are present – it will be difficult to achieve this goal, we should not forget that humanity has never depended on finances; the public trust, awareness, faith and other values are all the more needed in the time of crisis. We should start from ourselves as individuals to proceed towards the benefits of community.

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