Graduate School of Asia and Pacific Studies University of Waseda, Tokyo-JAPAN 2010

1. PUBLIC ADMINISTRATION: CONCEPTS AND PRACTICE V. DEVELOPMENT AND ADMINISTRATION (II) Graduate School of Asia and Pacific Studies University of Waseda, Tokyo-JAPAN 2010

3. ADMINISTRATION OF DEVELOPMENT ECONOMIC POLITICAL SOCIAL ADMINISTRATIVE DEVELOPMENT ADMINISTRATION APPROACH MANAGEMENT ORGANIZATION/ INSTITUTION Day 2_GSAPS 2010 www.ginandjar.com

4. Graduate School of Asia and Pacific Studies University of Waseda, Tokyo-JAPAN 2010

12. DEVELOPMENT = REFORM ADMINISTRATIVE Day 2_GSAPS 2010 www.ginandjar.com

13. DEVELOPMENT FAILURES INAPPROPRIATE POLICY CHOICES POOR STATE INSTITUTIONS Day 2_GSAPS 2010 www.ginandjar.com

14. COMMON ATTRIBUTES OF ADMINISTRATIVE SYSTEMS OF DEVELOPING COUNTRIES Day 2_GSAPS 2010 www.ginandjar.com FRED RIGGS FERREL HEADY OTHERS OVERLAP IMMITATIONS RATHER THAN IDIGENOUS OVERSTAFFED PUBLIC ORGANIZATION HETEROGENITY DEFICIENCY OF SKILLS UNDERPAID PUBLIC EMPLOYESS FORMALISM NONPRODUCTION-ORIENTED BUREAUCRACIES LOW PRODUCTIVITY DIFFUSSION FORMALISM LACK OF INNOVATIVE AND SKILLED PUBLIC MANAGERS PARTICULARISM AUTONOMY EXCESSIVELY CENTRALIZED DECISION MAKING ASCRIPTION CORRUPTION THAT REGULARLY IMPEDES REFORM ADMINISTRATIVE STRUCTURES THAT MIRROR THE POLITICAL CONTEX

22. FOCUS OF ANALYSIS Day 2_GSAPS 2010 www.ginandjar.com POLITICAL AUTHORITY SOCIETY BUREAUCRACY

34. Graduate School of Asia and Pacific Studies University of Waseda, Tokyo-JAPAN 2010

35. PUBLIC ADMINISTRATION CULTURE IS CHANGING LEGISLATORS TRANSNATIONAL ORGANIZATIONS MULTINATIONAL CORPORATIONS NONPROFIT ORGANIZATIONS PUBLIC 1 PUBLIC 3 PUBLIC 2 PUBLIC 4 PUBLIC 5 SOURCE: JONATHAN F. ANDERSON IN FARAZMAND, PINKOWSKI, 2007 Day 2_GSAPS 2010 www.ginandjar.com PUBLIC MANAGER POLICY POLICY POLICY POLICY

36. GLOBALIZED PUBLIC POLICY PROCESS Day 2_GSAPS 2010 www.ginandjar.com FOCUS ON INPUTS RATHER THAN RESULT REFORM DYNAMIC FLEXIBLE INNOVATIVE PROBLEM SOLVING RESULT ORIENTED ENTERPRENEURIAL ENTERPRISING

38. Graduate School of Asia and Pacific Studies University of Waseda, Tokyo-JAPAN 2010

52. A BRIEF CHRONOLOGY OF MANAGEMENT THOUGHT Day 2_GSAPS 2010 www.ginandjar.com APPROACH DATE SELECTED FEATURES CLASSICAL 1900 ORGANIZATIONS PERCEIVED AS CLOSED SYSTEMS; STRESS ON EFFICIENCY, CONTROL AND THE BUREAUCRATIC FORM BEHAVIORAL/ HUMAN RELATIONS 1930 EMPHASIS ON PEOPLE RATHER THAN MACHINES; CLOSE ATTENTION TO FACTORS SUCH AS GROUP DYNAMICS, COMMUNICATION, MOTIVATION, LEADERSHIP AND PARTICIPATION QUANTITATIVE 1940 PROVISION OF QUANTITATIVE TOOLS TO SUPPORT MANAGERIAL DECISION-MAKING; FOUND IN MANAGEMENT SCIENCE, OPERATIONAL MANAGEMENT AND MANAGEMENT INFORMATION SYSTEMS

53. (TURNER AND HULME, 1997) Day 2_GSAPS 2010 www.ginandjar.com APPROACH DATE SELECTED FEATURES OPEN SYSTEM/ CONTIGENCY 1965 ORGANIZATIONS SEEN AS SYSTEMS OF INTERRELATED PARTS WHICH RELATE TO THE ENVIRONMENT; EMPHASIS ON 'FITTING' ORGANIZATIONAL STRUCTURE TO THE SPECIFIC ENVIRONMENT OF THE ORGANIZATION POWER/ POLITICS 1965 ORGANIZATIONAL DECISION-MAKING IS NOT GUIDED BY TECHNICAL RATIONALITY BUT IS DETERMINED BY POLITICAL PROCESSES; A DOMINANT COALITION WILL BE THE MAJOR LOCUS OF ORGANIZATIONAL POWER QUALITY MOVEMENTS 1955 STRONGLY PURSUED IN JAPANESE POSTWAR INDUSTRIAL DEVELOPMENT AND MUCH LATER ADOPTED ELSEWHERE; CONTINUOUS IMPROVEMENT BY WORKING TOGETHER AND CLIENT FOCUS; TYPIFIED IN TOTAL QUALITY MANAGEMENT, BENCHMARKING, QUALITY CIRCLES AND ISO 9000 MANAGERIALISM 1980 ADOPTION BY THE PUBLIC SECTOR OF PRIVATE SECTOR MANAGEMENT PRACTICES; APPLICATION OF PUBLIC CHOICE THEORY AND NEO-CLASSICAL ECONOMICS TO PUBLIC SECTOR MANAGEMENT

65. Day 2_GSAPS 2010 www.ginandjar.com x GLOBALIZATION HOLLOWING OUT OF THE STATE OVERIDE THE ABILITY OF NATIONAL GOVERNMENTS TO SOLVE THEIR OWN PROBLEMS ACCOUNTABILITY TO THE INTERNATIONAL MARKET AND STANDARD TRADITIONAL LINES OF ACCOUNTABILITY UNDERMINE TRADITIONAL DOMESTIC POLITICAL AUTHORITY GLOBAL ECONOMY, MARKET, CAPITAL PRIVATIZATION

67. Day 2_GSAPS 2010 www.ginandjar.com POLITICAL DEMOCRACY STRUCTURE AND VALUES OF PUBLIC ADMINISTRATION SOCIETAL TRANSFORMATION TECHNOLOGICAL PROGRESS

69. Day 2_GSAPS 2010 www.ginandjar.com CORE VALUES OF PUBLIC ADMINISTRATION VALUES & NEEDS OF SOCIETY AT LARGE ?

70. Day 2_GSAPS 2010 www.ginandjar.com ? SCALE AND COMPLEXITY OF MODERN GOVERNMENT PUBLIC ADMINISTRATION ABSORB PROCESS EFFECTIVELY ACCOMPLISH

72. Day 2_GSAPS 2010 www.ginandjar.com CENTRALIZED, CLOSED SYSTEM OPEN SYSTEM CORE VALUES SOCIAL VALUES >< ETHICS PARTICIPATION/DEMOCRACY TRANSPARANCY ACCOUNTABILITY

82. MODELS OF GOVERNMENTS (GOLDSMITH AND EGGERS, 2004) Day 2_GSAPS 2010 www.ginandjar.com High Low Outsourced government High Network management capabilities Public private collaboration Low Hierarchical government Joined-up government Networking government

83. THE DIFFUSION OF GOVERNANCE IN THE TWENTY-FIRST CENTURY (KAMARACK AND NYE JR., 2002) Day 2_GSAPS 2010 www.ginandjar.com Twentieth-century model Transnational corporations Inter-governmental organization Nongovern-mental organization Local business State and local government Local Non-profit National corporations National nonprofits Private sector Public sector Third sector Supranational level National level Subnational level

90. Source: Steve Knack, unpublished note 2005 (In Levy, 2007) Day 2_GSAPS 2010 www.ginandjar.com 0,06 0,04 0,02 0 -0,02 -0,04 -0,06 -0,08 -20 -10 0 10 20 30 Initial Governance, 1982 Per capita income growth, 1982-2002 (residual)

98. DIGITAL DIVIDE Day 2_GSAPS 2010 www.ginandjar.com

99. A”Constellation” of Checks and Balances Institutions Source: Levy, 2007 Day 2_GSAPS 2010 www.ginandjar.com Civil society/Media Judiciary Legislative Subnational governments and autonomous oversight agencies Executive