Civil servants are politically neutral and only implement policies and do not participate in policy formulation.

Theoretical basis-Max Weber: Bureaucratic Organization Theory; Woodrow Wilson: Politics-Administration Dichotomy

Authority comes from rules and regulations established by law

Hierarchy: Legitimate authority and power are maintained organizationally

impersonal

Expertise

Officials are full-time

The knowledge of public administration is represented by the specialized knowledge mastered by officials.

Bureaucracy is an impersonal system

Politics is the formulation of policies, administration is the implementation of policies

The conflict between bureaucratic black box and democratic concept

Disadvantages of hierarchy

The normative nature and complexity of tasks overwhelm traditional administrative capabilities

to improve human resource management

Involve more people in decision-making and management

Implement strict operations but relax administrative controls

Use information technology to increase feedback from employees

Emphasis on service quality

to contract out the production of public services and products

and can contract internally for some midstream products and services

End supplier monopoly

Criticism of the traditional administrative model

Claims and theoretical core

The principal aims to establish an incentive mechanism for the agent

Difficulties in establishing incentive mechanisms

Challenging the perception that “transactions are costless”

Private enterprise management ignores the difference between private management and public management

Government is not based on individual decisions, so economic theory has difficulty operating

The new public management model is the resurrection of Taylor's scientific management thought, but it ignores the development of organizational behavior

It harms some of the advantages of the traditional administrative model, such as high ethical standards, professionalism, impartiality and less corruption.

Post-industrial society and breakthroughs in information technology → changed the thinking of government operations

Achievements since the reform provide impetus for further reform

The value orientation of new public management is consistent with the government values ​​of Western society

Large hierarchical departments were separated, and the organizational structure was U-shaped → M-shaped, tending to be flat.

Separation of buyers and providers

Establish and create more competition among potential providers

Performance rewards in decentralized public service/professionalism → concrete performance incentives

Shift the problem to other institutions to bear the cost

conflicting projects

repeat

conflicting goals

Lack of communication and intervention between agencies or professions

When responding to needs, departments work in silos and fail to meet real needs

The public is unavailable or confused about the services they receive

There is a gap between service provision and intervention and actual practice, and a blind emphasis on available or inherent professional interventions

Means and ends conflict: aristocratic government, no governance

Means and goals reinforce each other: whole government, bringing together all interventions and reshaping professional operations and investment projects; agencies cooperate and align their functional goals with the overall goals

Conflicting ends, mutually reinforcing means: progressive government, mutual tolerance between goals and their corresponding institutions

Mutually reinforcing goals and conflicting means: fragmented government, competition and competition

Policy: the overall goals of public intervention in a specific area

Organization: Effectively manage various organizational relationships

National level formation and responsibility

Customer: The customer’s needs or help form the customer’s preference

Institutions: Activate the vitality of relevant institutions

Produced and owned at the local level

Each level of operation determines the focus of integration

Strength: the resources that need to be shared between integrated activities

Scope: Measures the number of institutions participating in the collaboration

Breadth: measures related activities that are grouped together

Revealing: A measure of the extent to which integration may impede the core business of each participating organization

If the culture, structure, and capabilities of government agencies are problem-oriented rather than effective management process-oriented, they are more likely to solve the problems that the people are most concerned about.

The public has some problems that need to be solved cooperatively, so the government does not solve the problems exactly according to its functions

In order to solve some problems, integrated operations among government departments, professions, levels and agencies are necessary

The goal of holistic governance is to integrate government functions

different levels of government

different institutional units

Different government websites

Such as activating, scheduling, stabilizing, integrating and managing a network

This article believes that the ultimate goal of both is to pursue lower costs, faster and better services to the public

Therefore, starting from this point, holistic governance conforms to the logic of new public management rather than new public services.

hierarchical authority

legal system

Political-Administrative Dichotomy

Professional operation

impersonal mode of operation

Administrative procedures to ensure fair treatment are impossible because public needs exceed the public resources available to meet them.

The government is the only service provider and service quality has declined

Service delivery focuses on process rather than results, resulting in waste of resources

The government has exclusive power and lacks responsiveness to people’s preferences

Lack of public participation makes it difficult to hold government accountable

Public administration becomes a bystander in the implementation of public policies and the provision of public services → giving birth to new public management

Pay more attention to the achievement of results and the personal responsibility of managers

A clear move away from classical bureaucracy to make organizations more flexible in terms of personnel, tenure and conditions

Clearly define organizational and personnel goals and measure completion of work tasks against performance indicators

Senior executives are political

The government is more susceptible to market tests, distinguishes public service providers from purchasers, steers and paddles

There is a trend to reduce government functions through privatization and market testing and contract signing

Point out the political nature of public policy and public service delivery

Traditional public administration: Public policy implementation is a "black box" that does not scrutinize the output and results of the policy process, but new public management can describe the management of change and innovation

Question the legitimacy of public policy, arguing that it imposes unreasonable democratic constraints on governance and public service delivery

Emphasis on a single organization in an increasingly diverse world

Imposing outdated private sector technologies on public policy implementation where they are not applicable, alienating the public policy process

Involving internal and external government management

A state that derives its legitimacy and authority from democratic empowerment mechanisms

An effective, open, accountable and supervised public service system

The basis for multiple interactions? What is the context in which governance arises? Why did governance become popular in the 1990s? The main goal of governance?

The basis of value lies in the clear assumption that the public sector has a monopoly on the implementation of public policies and the provision of public services.

A decentralized state in which policy formulation and implementation are at least partially clear and separated, and implementation is carried out by centralizing a number of independent (preferably competing) service units.

View the production of public services as the process of converting inputs into outputs (services) within an organization, emphasizing the economy and efficiency in these production and service processes

The key resource allocation mechanisms are various combinations of competition, price mechanisms and contractual relationships. This combination depends on which specific new public management one chooses to explain.

Independent actors contribute to public service delivery

Various processes provide the information needed for decision-making systems

Built on the theory of open systems

Central resource allocation mechanisms: inter-organizational networks and the negotiated accountability between organizations and individuals within the network

Such networks are rarely a combination of equals, and parties with unequal power need to negotiate to form an effective working mechanism.

The value base of the network is fragmented and competitive

How to manage policy implementation to ensure political will is carried out in practice

How to ensure organizational and individual service performance (audits and targets)

How to ensure that every public service organization works effectively together as a partnership

How to hold public managers accountable

How to motivate employees

How to keep organizations sustainable (change and innovation)

What is the most basic unit of analysis for public policy implementation and delivery, and what are its implications for theory and practice?

Organizational structure: What organizational structure best facilitates service delivery?

Sustainability issues: how to maintain a sustainable public service system

Value question: What values ​​can support policy implementation and service provision in such a system

Relationship skills question: What skills are needed in relationships

Accountability issues: Accountability in fragmented multi-organizational and pluralistic systems?

Assessment: How can sustainability, accountability and relationship performance in public service delivery systems be assessed?

Tangible things (communication technology, health care, etc.) are not public goods in themselves, but are required to support intangible, process-driven public services.

Framework for Management and Market Trends (X)

Different from production orientation

Product: production, sales, and consumption occur separately

Service: production and consumption occur simultaneously

The means to improve production efficiency should be different; the roles of product users and service users are qualitatively different.

Service users are also co-producers of services, while product users are only buyers and consumers

The operation of public services is not only an effective design related to goals, but also a subjective experience of service users.

There is also a need to govern and respond to users, and to train and motivate staff to actively engage with users

Not only is it related to the control of unit costs and the effectiveness of the service production process, but more importantly to the application of specific knowledge

Users have always been value producers, that is, services have value only after use. Experience and feeling are crucial to value.

Service-led approaches focus on specific knowledge- and skill-driven activities;

strategic orientation

Marketization of public services

co-production

Operations management

Emphasis on intra-organizational processes

Emphasis on inter-organizational relationships and process governance, with trust, relational capital and relational contract services as core mechanisms

Legislatures enact laws and regulations

The government is the legislative executive agency

Administrative Officer: Policy Maker

Civil servant: policy executor

Think about implementation based on the standpoint of the administrative department

Based on legislative and decision-making considerations

Emphasis on the adjudicative function of the government, safeguarding constitutional power and the rule of law

Focus on results

focus on personal responsibility

Emphasis on performance evaluation and cost-benefit analysis

Public service outsourcing

The relationship between the government and relevant organizations has changed from top-down to equal

A variety of processes contribute to public service delivery

“People without a formal position of authority serve as leaders, bringing together those who care about the issue and helping to resolve or mediate differences”

“Not to control, but to lead by example, persuasion, encouragement or empowerment”

administrative mechanism

market mechanism

community mechanism

Main mechanisms of interactive governance

Serving citizens as stewards of public resources, protectors of public organizations, facilitators of civil rights and democratic dialogue, and catalysts in communities

Static, dichotomous approach to understanding administration from a constitutional perspective

Dynamic, in line with the change from government-centered to public-centered

control function

service function

how government works

Ways and means of public participation in public administration

A single relationship in which the government produces and provides information to citizens

A two-way relationship in which the public provides feedback information to the government

A relationship based on partnership with government, with citizens actively participating in the policy-making process

The government is no longer the most prominent player in public policy and needs to rely on other actors in society to gain legitimacy and influence

Bringing together vision, beliefs and values ​​from multiple parties

Resources owned by multiple actors as well as shared norms and co-constructed systems

Multiple actors use tools to turn intentions into reality

The relationship between government and social organizations changes from government-private relationship to agency

People’s demands are unlimited and government resources are limited in supply.

Stakeholder and third-party evaluation improves previous internal government evaluations