What is Public Management? and Some Related Topics

1. What is Public Management?and Some Related Topics

2. Topics Last Week • My background • Contents of the course • Literature • Cases • Grading • Assumptions of Public Management • Student Program Activities

3. Topics • Housekeeping • Demining lecture Tuesday • Registration (there is some space) • Guest Lectures in PMIA • Individual case • Group cases • Group 1 pls stay after class • Check with your group, drop by Wednesday! • Questions about the readings for this week. What did you think of it? • Definitions • C& E, Kooiman: Effectiveness & Governance

4. Grading • Group cases & presentation (20%) • Individual case memos (30%). Your worst grade will not count for final grade! • Final take home exam (30%) • Class Participation (10%)

5. Cases Ordering info: http://www.ksgcase.harvard.edu Mary Siegel Sales Manager, Case Program mary-siegel@harvard.edu tel.: (617) 496-3440 fax.: (617) 495-8878

6. Cases Some elements often return • main themes: e.g., privatization, TQM • chronology of events • stakeholder analysis • organizational structure • indicators, (time, quality, finance) • and so on Look at the hints in the questions

7. Cases • INDIVIDUAL MEMO: • to write 2-page memos (by the way not more) • Look at the last pages of the syllabus for alternative memo formats • Hand them in in class to Immaculee • DON’T BE LATE. YOUR CASE WILL NOT COUNT ANYMORE FOR YOUR GRADE!

8. Group Cases • write a 2-page memos hand-out • Do other hand-outs of presentation material, e.g., flow-charts, stakeholder analysis, decision tree. • Power point presentation. • Videos, monastic chants, role-play, fake interviews, web material can all be used. It is your imagination that counts. • When group 1 presents, I can call on group two to present questions, but it is supposed to be a group conversation.

9. Public Management • Does Public Management only concern Government Bureaucracies? No, it is the combination of organizational management with societal issues, such as AIDS, technological development and so on. In other words, public management also entails working with the private sector. It encompasses the (mal)functioning of society as a whole. You can see that it is also a perspective that rests upon the assumption that organizations are task-fulfilling agents addressing societal conditions

10. Definitions What is an organization? It is an institutionalized, goal-realizing form of human cooperation What is management? The art of influencing people in an organizational context. What is influence? Power What is power?

11. Definitions In other words, if you give definitions, you can easily end up in an infinite regress. It is better to definitions as pointers that you can always improve. Cohen notes effectiveness can only be defined situationally, so it is very hard to give a general definition. Cohen’s web articles treats problems in defining effectiveness

12. Definitions C&E (p. 37) don’t give a definition of the effective public manager, instead they provide methodological steps: • Analyze your own dissatisfaction with the way the (public) organization functions • Analyze the (public) constraints (difference private & public) • Believe that the organization is capable of producing results • Small failures are acceptable as long as you learn to improve • Take risks, use conflict, be entrepreneurial

13. Definitions • In other words, it is hard to define effectiveness, but it is much easier to see ineffectiveness. Ask for example: “Effectiveness for whom?” • Yet, there is considerable criticism on governments or public management. • C&E focus mainly on the interaction government and market & tools from private enterprise and therewith also on efficiency issues.

14. Kooiman • K takes a broader perspective. • Draw 4 pictures of government/society interactions. • Kooiman tries to focus on all actors. • Governance is broader term then government. The government is not the only actor involved. • Many definitions, many debates. This is what makes the article so confusing. K also introduces many new ideas.

15. Kooiman • Underlying issue: why are societies getting more complex? Why all these different types of interactions? Differentiation • Public and private actors need each other. State, Market, and Civil Society need each other. • You need a variety of instruments and forms of cooperation.

16. Kooiman DEFINITION GOVERNANCE: All those interactive arrangements in which public, as well as private actors participate aimed at solving societal problems, or creating societal opportunities, and attending to the institutions within which these governing activities take place.

17. Kooiman • First order governing: • Problem solving & opportunity creation, for example policies for the integration of minorities, but also promoting R&D. Day-to-day problems in society • Second order governing: mixed modes • self governing; • co-governing; e.g., networks • hierarchical governing; traditional interventions, command-and-control • mix of the above It is about the structures for governing

18. Kooiman • Meta governance: Normative aspects. E.g., what is a just society? Efficiency and effectiveness are not the only criteria. You should also think of legitimacy, representation, access, etc. Conclusion: K is not just broader in his treatment of society. He, concomitantly, also emphasizes broader values than C & E.

19. Topics • Housekeeping • Demining lecture Tuesday • Registration (there is some space) • Guest Lectures in PMIA • Group cases • Group 1 pls stay after class • Check group, drop by on Wednesday • Individual case • Questions about the readings for this week. What did you think of it? • Definitions • C& E, Kooiman: Effectiveness & Governance