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Samenvatting Public Management
Publiek management [en] (F700095)
Universiteit Gent
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SAMENVATTING PUBLIC PUBLIC Public Equal Rule of Professional civil Lack of Red tape Big days of the Public Management Public Governance Efficiency Small Government that runs like Free Societal Wicked (global) issues Citizen participation, Government solution We need more than efficiency what about multicultural integration 1980s: Thatcher days of the is only 1 part balance these movements: performance professionalism public needs can be a matter of producing services for (performance), a matter of and motivated professionals working (professionalism), or a matter of competitively or collaboratively serving How? Through Public use of organizational resources in and public and organizations social efforts, so that objectives can be accomplished and public needs are Not 1 ideal PM: Competing PM people, action needs: of spaces reliability, attention, political needs: political agendas, balances, contestation, solidarity, PM is influenced logics underlying OPA, NPM and PM is thus about balancing seemingly competing logics based on the Public managers need to manage performance, professionals and politics to do PUBLIC RISE OF PUBLIC Definitions Many different (the one we use: Our definition is broad enough, incorporates aspects of earlier Different meanings: 3 Internal or Internal what happens in the organization (HR, finance External work together with other relations PM both internal Narrow or Narrow focus on 1 specific service and optimize it (single Broad sometimes you need to offer more services City of PM both narrow Products or Products you produce numbers, performance assessments, Processes behind those products, how are we doing PM about what product you deliver, but also Organizations What makes an organization Public owned not private org. Public via Clear relationship with politicians (accountable) especially in the west BUT in reality: often Not only owned the public, not financed via More or public Examples: European Commission, Flanders, Herstappe, A history of managing public OPA: Industrial Revolution NPM: Oil crisis of the 1970s NPG: Global economics crisis in 2008 (Many PM something happened in society that led us to look for and imply An organization is considered public when it has public ownership, funding and is politically accountable. Many hybrid forms The management of public organizations has a great history of both theoretical thought often enforcing or criticizing each NPM and PUBLIC Meaning, craftsmanship, and policy Legitimacy, justice, Also more novel fields (neuro science, biology, AI, TO SOLVE ACTUAL ISSUES does this PM is not a discipline, it is a design science that uses theories from in public PM is informed mostly economics, behavioral science and PM is not a homogeneous field but constitutes many different Tools Tangible Business administration, accountancy and Systems Input Throughput service Output effective efficient Outcome (feedback) public value was ! everything can be This model say anything about quality, but only But what about e. profession of PM tool is a concrete approach for managing Tangible: very (dashboard, E. strengths, weaknesses, opportunities, E. EFQM tool to manage They help you to make better Less Linked more to behavioural and political Danger of measurement, importance to acknowledge and Cannot (always) be written down in a plan, part of an excel file It is culture, about people (not a specific Learning organizational model (Wales): more soft than SWOT, have a big Network governance a set of principles (shared values, goals) cultural Transferable Public organizations offer a unique context, with unique decisions and less Danger of blindly transferring tools from one field to another illusion In practice, both algorithmic and heuristic reasoning occur (often PUBLIC did a presentation in a hospital to use a strategy that at Toyota work in the hospital of course, have to think if it will work and sometimes make some tangible intangible (government a Performance: tangible Professionals: intangibles Politics: combination of Public managers use more tangible tools from economics to Public managers use less tangible tools from science Both types of tools are used to manage A balance between algorithmic and heuristic reasoning needs to be on the organizational Abu Only tangible tools, no intangible Focus on shared values, shared goals even in a Give an example of (in)tangible tools OR case is given look for (in)tangible PM is a design science, using theories from the disciplines to solve real world PM constitutes many fields and groups often based on management PM uses tangible and less tangible tools to manage multiple (and competing) performance, professionals and The case of Flemish local Issues in Flanders? toekomst Solution? managing BBC en beheercyclus): management performance Every municipality has to have a vision, a mission, a business plan, action plan goals This entire reform focused on a Flemish local government to be more effective to realise something this was the entire Did it work? Reforms Why a need for Changing Vb. Economische crisis: verandering in de gemeenschap en als Underperforming governments (Thatcher, Homans) want to more efficient, more effective and Clear solution private sector PUBLIC of managing performance: Businesslike values Sigma type values Lean and frugality waste money and output Tools to manage performance focus on improving organizations, and Several businesslike systems cluster a range of tools (performance, These tools and systems focus on Sigma type values (i. Government as Managing performance is at the heart of government reform Reforms focus on being businesslike, entrepreneurship and contracting, and are business ad. economic Tools and systems exist to realize these tools tend to focus on Sigma The case of the angry Dutch Issues in The Salaries gone down due to budget Teacher profession no longer Extreme expectations from parents and High work pressure and subsequent Crowded schools with complex student Education no longer a political Solution: managing Goal 1: better students in teacher Goal 2: better teacher Goal 3: attractive and flexible career Goal 4: socializing starting Goal 5: schools as learning Goal 6: capable and certified Goal 7: a strong professional Goal 8: participation in Professionals and What is a Health care, safety, education, Services valuable and highly valued emotionally and heavily depends on professional Aspirations difficult to measure, attain, Dokter beoordelen obv doden, obv patient te meten of ze echt een professional zijn en goed PUBLIC starting Not type of organization: Public services organizations. Importance of information and knowledge, cannot be standardized. to be interpreted, framed and Management in such organizations cannot neglect professionals. Hard Theories: building Organizational sciences (incl. Organizational Behaviour, social sociology and institutionalism). No longer BA Managing professionalism An ongoing process of managing complex precarious cases, professional workers who need and experience to interpret cases and treat them Theories: more Treating cases: Services not goods system model difficult to measure Complexity: Individual and societal, output and outcome difficult to Bv. CLB, dokter, doet iets fout in media! moeilijke Societal effects: Welfare regimes more professionals and tying these guidelines and Knowledge: Knowledge workers add value transforming info (i. knowledge Knowledge value Data and information: Link with businesslike movement etc. important sources of information (i. structured Data information knowledge Information as knowledge: Meaningful information, tied to action. pieces of info to make informed policy policy (ook gebruiken en niet enkel alles overnemen als oplossing Professionalism: Content (technical and ethics), control in a Who are the actual professionals in the settings? (cfr. are professionals, we studied 4 Professionals are knowledge workers in government (doctors, Managing professionalism draws on broader org. sciences, not BA Managing professionalism takes into account treatment, complexity, knowledge, data and info, and professionals (content, Tools Problem with sigma tools values: every quarter performance appraisal (profs. (cfr. The PUBLIC Tools to manage professionalism focus on knowledge, professionals, and Three types of values underlie managing professionalism: and In addition to competing with Sigma values, these values can also each Example: schools as learning Green, orange and red schools based on student results rich and poor regions THIS HAD TO Students were underfed, they fainted daily partnerships with to deliver free This all because of managing professionalism currently in Norway, Finland so we (public managers) can Managing professionals is an aspect of public management that differs Managing professionals is all about org. science and centers on knowledge Tools focus on knowledge, professionals and cooperation and are tied professional and client The case of Georgian political Issues in Annually the Minister of Education changed (12 Ministers since Every Minister had a but non stayed for this long a lot Public managers had to act, but how? Because they have to Solution: managing politics Managing Managing attention and Risk crisis Symbolic discursive Public value The dark side of Public action takes place in (conflict) vs Results are controversial vs Who is the manager? No clear political Trump: What do we have to do when politicians fail Manager for climate? Manager for migration? There is no Theoretical PUBLIC is not a purely rational process focused on performance or a need to align many parties in order to reach politics at the heart (i. democracy) but also and networks. Different interests and E. Kernuitstap 2025: politicians say to a public tegen 2025, get it some parts of Ghent electricity Should you (manager) say Many public managers have a political leader! No in private sector (except for big companies) PM has to politician issues (wicked Issues that generate contest and conflicts because different politicians actors) have different political preferences, and You please them Public management balancing (1) wins and losses, (2) moral conflict and Bv. Haven in Antwerpen: grote petroleumbedrijven vervuilend taksen bedrijven vertrekken veel E. citizen cabinet in Ghent sounds great BUT only white, So what do you do? We cannot do this anymore, and wicked Wicked problems are unstructured, they comprise multiple, subsets of problems that cut across multiple policy levels of government, and they are Ambiguity clarity Ambiguity at the heart of public management (1) in terms of issues, processes or results and (2) due to The role of media! An issue that is not politicized all of a sudden politicized (often Issues become politicized because they (1) are put on the (2) through and (3) go viral through social or Cannot be managed through businesslike . Need for a new more on public policy political science E. Greta Thunberg Climate Breitbart Trump the media have a lot of influence (!) and power to something comes on the political agenda (use this as a Managing politics is needed due to the institutionalized context of Managing politics is about dealing with politicized issues and wicked as ambiguous PUBLIC procedures and actions matter when managing politics be meaningful and trustworthy, reliable and fair, as well as societal Managing politics is needed due to the institutionalized context of and the existence of wicked Managing politics is focused more on public policy and political science as business org. Tools focus on networks, agendas, symbols, public value and these are tied like reliability, trust, fairness, and societal PRACTICES PM Being a public manager in Institutional Organizational Management Putting things into All 3 logics behind PM are But not always equally important all the Need for contingency models combining tools to address each or acknowledge and prepare for contradictions based on Applying contingency practice not one size fits PM becomes adequate when mgmt. approaches are appropriate to Figure is no one ideal form of public management even though sometimes assume there public managers analyze their contingencies and adapt opposed to from other Conclusions of the and Rise of public management has been primarily the rise of PM and NPM are not the same! And only managing performance reforms to create sustainable Indeterminate features: PM mostly messy in practice, has a spatial dimension, and is a practice (do versus state of Public management is unavoidable. it Societal Public management is contested. NPM in PUBLIC management perspectives are needed such as NPG. But beware paradigmatic thinking. Need for more picked the right course PM and NPM are often conflated but are not the same at PM is very much a practice, people doing stuff. Variation likely and Need for more evidence on other management approaches Recap of the
Samenvatting Public Management
Vak: Publiek management [en] (F700095)
Universiteit: Universiteit Gent
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