Perspective of Public

Administration

Context
Emergence

A. Traditional
Public
Administratio
n
(1900-late 1950s as
a variety in the
discipline)

of

Values

Structure

Processes

Specified Ability
Required

Criteria
of
Performance

Measure for Enhancing

AC

-partisan
manipulation
of
administration

-stability
-predictability
-orderliness

Bureaucrat
ic

-assumes
mechanical
of man

organization
and
managemen
t

-ability
efficiently
implement
policies
externally
formulated
political
processes

Internal
dynamics:
-efficiency
-effectiveness
-economy

-politics-administration
dichotomy

-need to maintain
stability

effectivene
ss
-efficiency
-economy

a
model

-fiscal
administrati
on

-belief
in
the
primacy
of
organizational goal

-paradigmatic
crisis and crisis of
identity
-lack of relevance
of administrative
function
-a
need
to
respond a social
change
-moral
dysfunction

C. Development
Administratio
n

Administrative Capability

Environment/ Value
Premises

-as
an
actual
activity, many of its
features persist to
this day.

B. New
Public
Administratio
n
(1970s in the US)

FEATURES

-lag
between
developed
and
developing nation
-developing

-turbulence
-temporariness
-uncertainty
-assumes
an
authentic model of
man

-application
scientific principles

of

by
-organization
along
bureaucratic lines.

-personnel
administrati
on

-clientorientednes
s
-social
equity

-counterbureaucrat
ic
-adhocracy

-efficiency
effectivene

Focus:
internal
organization
-distributive
-integrative
-boundaryexchange
-socioemotional

-believe
in
the
primacy
of
societal/individual
goal

-despite interest in
ecology of PA and

to

bureaucrat
ic
Techniques
from
the

-ability
to
implement
policies
that
enhance social
equity

-ability
to
provide
management for

External
impact:
-social equity
responsivenes
s

-efficiency
-economy
-economic
growth

-rejection of politicsadministration
dichotomy (recognition
of administration as
integral
part
of
political process)
-counter-bureaucratic
organization
-decentralization
-popular participation
-recognition
of
centrality of human
person
-technology
transfer
from the West

(1950s
in
Third
World nations)

D. Development
Public
Administratio
n
(1980s
in
Third
World nations)

E. DPA
Refocused
(mid
1980s
to
present
in
the
Philippines)

nations
aspiration
after
independence to
attain
development with
West as model

-efforts
to
indigenize since
DAs technology
transfer did not
work
-like DA focus on
problems in LDCs
-like TPA concern
for maintenance
and continuity

social change, DA
was viewed largely
as
independent
variable
in
the
society

Like NPA:
-turbulence
-uncertainty
-in contrast with DA
and NPA, it locates
its bureaucracy not
only within its own
society but also in
the
context
of
global system which
impinges on and
constrains policies

ss
-economy

like NPA:
-social
justice
-clientorientednes
s
Like TPA:
-efficiency
-economy
effectivene
ss

Like DA, is
not against
bureaucrac
y as an
organizatio
n
-however,
like
NPA,
searches
for
smaller,
possibly ad
hoc
organizatio
ns

Like NPA, assumes

an authentic model
of man
-empowerment of
the masses
-involvement
of
private business
in
project

Unlike DPA, locates

its
bureaucracy
more within its own

-like
and

NPA
DPA,

-more than
DPA in its
emphasis
of counterbureaucrat

West
organization
and
managemen
t
-fiscal
administrati
on
-personnel
managemen
t
-PPBS
Focus:
internal
dynamics of
organization
Like NPA:
-distributive
-integrative
-boundary
exchange
-socioemotional
Like TPA:
organization
and
managemen
t
-fiscal
administrati
on
-personnel
managemen

economic
growth

-ability
to
implement
policies
that
enhance
economic
growth
and
social
equity
independent of
the dictates of
foreign powers

-ability
formulate
implement

to
and

Internal
dynamics:
3 Es

-recognition of politicsadministration
coexistence
-counter-bureaucratic
organizations
to
certain extent
-decentralization
-popular participation
-recognition
of
the
centrality
of
the
human person

External
impact:
-social
adequacy
-economic
sufficiency

-fusion
and
collaboration of the
bureaucracy,
private
business and clientele
-consideration of socioeconomic
and
psychological make-up
of clientele

External
impact:
-social equity
responsivenes
s

development

society
-assumes
an
authentic model of
man

emphasizes
special
equity
clientorientednes
s
-like
TPA
and
DPA,
emphasizes
economy,
efficiency,
effectivene
ss

ic
organizatio
ns
(composed
of
GOs,
NGOs and
masses)
-like DPA,
recognizes
bureaucrac
y

t
Like DPA:
-distributive
-integrative
-boundary
exchange
-socioemotional
organization
and
managemen
t
-fiscal
administrati
on
-personnel
managemen
t

policies
that
enhance
economic
sufficiency,
social adequacy
and
equity
independent
cognizant
of
dictates of local
business

-regulation
of
involvement of private
business