刘亚平专业英语towardanewpublicadministra

TowardaNewPublicAdministration,GeorgeFrederickson,PresenttheauthorsinterpretationasitemergedattheMinnowbrookConferenceonNewPublicAdministration.DescribehowthisinterpretationandsynthesisofnewPublicAdministrationrelatestothewiderworldofadministrativethoughtandpractice.InterpretwhatnewPublicAdministrationmeansfororganizationtheoryandviceversa.,Thenewnessisinthewaythefabriciswoven,notnecessarilyinthethreadsthatareused,andinargumentsastotheproperuseofthefabric.Whatarethethreadsofpublicadministration?Pursuitofthesebasicvalues:representativeness,politicallyneutralcompetence,andexecutiveleadership.Azero-sumgamebetweenadministrativeefficiencyandpoliticalresponsiveness.Thesegrossgeneralizationsfailtoaccountforthewide,oftenrich,andsometimessubtlevariationthatrestswithin.,WhatisNewPublicAdministration,Allareemployedbypublicagenciesandeachspecializationorprofessionhasitsownsubstantivesetofobjectivesandthereforeitsrationale.Publicadministrationistheefficient,economical,andcoordinatedmanagementoftheservices.Thefocushasbeenontop-levelmanagementorthebasicauxiliarystaffservice.TherationaleforPublicAdministrationisalwaysbettermanagement.NewPublicAdministrationaddssocialequitytotheclassicobjectivesandrationale.,ConventionalorclassicPublicAdministrationseekstoanswereitherofthesequestions:(1)Howcanweoffermoreorbetterserviceswithavailableresources?(2)Howcanwemaintainourlevelofserviceswhilespendinglessmoney?NewPublicAdministrationaddsthisquestion:Doesthisserviceenhancesocialequity?,SocialEquity,Pluralisticgovernmentsystematicallydiscriminatesinfavorofestablishedstablebureaucraciesandtheirspcializedminorityclienteleandagainstthoseminoritieswholackpoliticalandeconomicresources.APublicAdministrationwhichfailstoworkforchangeswhichtrytoredressthedeprivationofminoritieswilllikelybeeventuallyusedtorepresstheseminorities.,Theproceduresofrepresentativedemocracypresentlyoperatesinawaythateitherfailsoronlyverygraduallyattemptstoreversesystematicdiscriminationagainstdisadvantagedminorities.Socialequity,then,includesactivitiesdesignedtoenhancethepoliticalpowerandeconomicwell-beingoftheseminorities.,AfundamentalcommitmenttosocialequitymeansthatnewPublicAdministrationattemptstocometogripswithDwightWaldoscontentionthatthefieldhasneversatisfactorilyaccommodatedthetheoreticalimplicationsofinvolvementin“politics”andpolicy-making.NewPublicAdministrationattemptstoansweritinthisway:Administratorsarenotneutral.Theyshouldbecommittedtobothgoodmanagementandsocialequityasvalues,thingstobeachieved,orrationales.,AfundamentalcommitmenttosocialequitymeansthatnewPublicAdministrationisanxiouslyengagedinchange.Simplyput,newPublicAdministrationseekstochangethosepoliciesandstructuresthatsystematicallyinhabitsocialequity.Thisisnotseekingchangeforchangessake,butseekingthechangeswhichwouldenhanceitsobjectivesgoodmanagement,efficiency,economy,andsocialequity.,Acommitmenttosocialequityinvolvesattemptstofindorganizationalandpoliticalformswhichexhibitacapacityforcontinuedflexibilityorroutinizedchange.NewPublicAdministrationseeksnotonlytocarryoutlegislativemandatesasefficientlyandeconomicallyaspossible,buttobothinfluenceandexecutepolicieswhichmoregenerallyimprovethequalityoflifeforall.,ClassicPublicAdministrationemphasizesdevelopingandstrengtheninginstitutionswhichhavebeendesignedtodealwithsocialproblems.ThePublicAdministrationfocus,however,hastendedtodriftfromtheproblemtotheinstitution.NewPublicAdministrationisconcernedlesswithbuildinginstitutionsandmorewithdesigningalternatemeansofsolvingpublicproblems.Thesealternativeswillnodoubthavesomerecognizableorganizationalcharacteristicsandtheywillneedtobebuiltandmaintained,butwillseektoavoidbecomingentrenched,nonresponsiblebureaucraciesthatbecomegreaterpublicproblemsthanthesocialsituationstheywereoriginallydesignedtoimprove.,NewPublicAdministrationadvocateswhatcouldbebestdescribedas“second-generationbehavioralism”,whichemphasizesthepublicpartofPublicAdministration.Thesecond-generationbehavioralistisless“generic”andmore“public”thanhisforebear,less“descriptive”andmore“prescriptive”,less“institutionoriented”andmore“client-impactoriented”,less“neutral”andmore“normative”,anditishoped,nolessscientific.,OrganizationTheoryandNewPublicAdministration,Understandingofanyphenomenonrequriesseparatingthatphenomenonintopartsandexaminingeachpartindetail.ThenewPublicAdministrationcallsforadifferentwayofsubdividingthephenomenonsoastobetterunderstandit:theintegrativeprocess;theboundary-exchangeprocess;andthesocio-emotionalprocess.,TheDistributiveProcess(1),Externaldistribution.Cost-utility/cost-benefitanalysisisthechieftechniqueforattemptingtounderstandtheresultsofthedistributiveprocess.Projectthelikelycostsandbenefitsofalternativeprograms.Policy-outcomesanalysisattemptstodeterminethebasisfactorsthatinfluencesordeterminepolicyvariation.Equityinthedistributionofgovernmentserviceswithinajurisdiction,TheDistributiveProcess(2),Internal-organizationdistribution.Thereisaneedtodevelopatheorywhichaccountsforthepresenceofpublicadministratorsconsiderablylesswillingtobargainandmorewillingtotakepoliticalandaministrativerisks.Whenpublicadministratorsleavethesafeharborof“goodmanagement”,whatmightoccur?,Theintegrativeprocess,NPAadvocatesmodifiedhierarchicsystemmeanstomodifytraditionalhierarchiesArelativetoleranceforvariationAwillingnesstotradeincreasesininvolvementandcommitmenttotheorganizationforpossibledecreasesinefficiencyandeconomyparticularlyintheshortrunTwoseriousproblemswiththeadvocacybyNPAoflessformalintegrativeprocessesAlackofPAspecialistswhoareessentiallyprogrambuildersInherentconflictbetweenhigherandlower-leveladministratorsinlessformalintegrativesystems,Theboundaryexchangeprocess,GeneralrelationshipbetweenthepubliclyaministeredorganizationanditsreferencegroupsandclientsAndrelationshipbetweenlevelsofgovernmentinafederalsystem.AconsiderablyhigherclientinvolvementisnecessaryonthepartoftheseminoritieswhohavenotheretoforebeeninvolvedThedevelopmentofnewmeansbywhichadministratorsrelatetotheirlegislatures,Thesocioemotionalprocess,Socioemotional-trainingtechniqueswillbeutilizedtoaidinthedevelopmentofdecentralizedandpossiblyproject-orientedorganizationalmodes.WhileNPAiscommittedtowidersocialequity,theforegoingshouldmakeitclearthatamorenearlyequitableinternalorganizationisalsoanobjective.,Conlusions(1),Whatarethelikelyresultsforapracticingpublicadministrationworkingfromsuchanormativebase?ClassicPAonthebasisofitsexpressedobjectivescommonmlyhadthesupportofbusinessmenandthearticulateandeducatedupperanduppermiddleclass.IfNPAattemptstojustifyorrationalizeitsstanceonthebasisofsocialequity,itmighthavetotradesupportfromitstraditionalsourcesforsupportfromthedisadvantagedminorities.NPAmightencountersubstantialoppsitionfromelectedofficialsforitsfundamentalinvolve