3683154
Descripción
Mapa Mental por amy.mchugh, actualizado hace más de 1 año
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Creado por amy.mchugh
hace más de 8 años
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Public Management:
Week 1 : 4 Approaches
to P. Management
- designing and operating public services
- Why a focus on
contested
issues can
shape our view
of how to
manage policy
programs?
- ...because those
issues are instilled
of political values
which favour
certain groups
over others
- ...because those
issues are instilled
of political values
which favour
certain groups
over others
- Why do we need an
explanatory
perspective for what
is normative field?
- ...because causal
explanations offer
the conditions under
which specific
'universal' tools or
truths may work
- ...because causal
explanations offer
the conditions under
which specific
'universal' tools or
truths may work
- Why bother
with an
abstract
cultural theory
go Grid/Group
to understand
practical
problems?
- ...because there is
more than
hierarchy in the
public sector
- ...each service has a
particular mix of different
world views/the same
service can be run
distinctively in different
countries
- ...it helps to
understand the links
between solutions as
well as their limits and
opportunities
- ...because there is
more than
hierarchy in the
public sector
- Cultural theory as a
guide to analyse
contrasting solutions
- Why a focus on
contested
issues can
shape our view
of how to
manage policy
programs?
- administrative analysis to: analyse
evidence of a problem, tools,
approaches, theories, side effects,
trade-offs, unintended
consequences, political setting,
solutions
- Grid Group Theory
- Hierarchist (High Grid, High Group)
- High group: institutional structures
dominate over self maximising; High
Grid: rules govern the world,
differentiated not flat organisations
- control: inspection regime
- management topics:
indie responsibility
over team-working,
command and control
from the top
- blame: poor compliance with rules
- achilles heel: too much trust in
authority/expertise
- High group: institutional structures
dominate over self maximising; High
Grid: rules govern the world,
differentiated not flat organisations
- egalitarian (Low Grid, high Group)
- control and
accountability by
mutuality/peer
review
- horizontal perspective of
policy design and
evaluation
- horizontal perspective of
policy design and
evaluation
- common management topics: co-production
of services, team work, elections of leaders
over appointment
- Blame:
abuse of
power,
system
corruption
- Achilles heel:
free riding,
unwillingness to
accept higher
authority
- control and
accountability by
mutuality/peer
review
- Individualism (low grid, low group)
- bottom up view of problems
- individuals and rulers
try to maximise
self-interest, sanctions
and rewards
- markets produce
better results than
hierarchical systems
- common management topics:
performance related pay, competitive
provision of services and adoption of
business practices
- blame: wrong incentives
- achilles heel: individual before
collective benefit
- bottom up view of problems
- Fatalist (High Grid, Low Group)
- public cynicism about
motives/honesty of public
managers and politicians
- blame: bad luck
- achilles heel:
unwillingness to plan
ahead
- blame: bad luck
- common management topics: garbage-can
model in decision making (kingdom's
streams); no decision, nothing can be done;
rotation schemes to avoid bribery
- lottery as a control method
- public cynicism about
motives/honesty of public
managers and politicians
- Hierarchist (High Grid, High Group)
- e.g.
- e.g
- literature: Hood, Wegrich
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