Beruflich Dokumente
Kultur Dokumente
PRACTICE
CONTENTS
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INTERDICIPLINARY INTERFACE OF
PUBLIC ADMINISTRATION
ADMINISTRATIVE LAW
LAW
POLITICS
PUBLIC
ADMINISTRATION
DISCRETIONARY
POWERS
BUSINESS
MANAGEMENT
PUBLIC POLICY
ECONOMICS
PUBLIC CHOICE
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PUBLIC POLICY
PUBLIC POLICY
PUBLIC POLICY
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PUBLIC POLICY
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PUBLIC POLICY
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PUBLIC CHOICE
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PUBLIC CHOICE
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PUBLIC CHOICE
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PUBLIC CHOICE
ONE OF SIMON'S
SIMON S CENTRAL CONCERNS WAS TO
ESTABLISH THE CRITERION OF EFFICIENCY AS A NORM
FOR EVALUATING ALTERNATIVE ADMINISTRATIVE
ACTIONS. SIMON ARGUED THAT THE "CRITERION OF
EFFICIENCY DICTATES THAT CHOICE OF ALTERNATIVES
WHICH PRODUCE THE LARGEST RESULT FOR THE GIVEN
APPLICATION OF RESOURCES."
IN ORDER TO UTILIZE THE CRITERION OF EFFICIENCY,
EFFICIENCY
THE RESULTS OF ADMINISTRATIVE ACTIONS MUST BE
DEFINED AND MEASURED
MEASURED. CLEAR CONCEPTUAL
DEFINITIONS OF OUTPUT ARE NECESSARY BEFORE
MEASURES CAN BE DEVELOPED.
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PUBLIC CHOICE
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PUBLIC CHOICE
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PUBLIC CHOICE
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PUBLIC CHOICE
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PUBLIC CHOICE
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PUBLIC CHOICE
THE
2) EACH
3) THE
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PUBLIC CHOICE
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PUBLIC CHOICE
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PUBLIC CHOICE
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PUBLIC CHOICE
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ADMINISTRATIVE LAW
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INVESTIGATING COMPLAINTS;
ORDERING THE ELIMINATION OF CERTAIN PRACTICES;
SETTING STANDARDS;;
PROSECUTING FLAGRANT VIOLATIONS OF LAWS AND
STANDARDS, INCLUDING ISSUING CEASE-AND-DESIST
ORDERS AND IMPOSING FINES;
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5)
6)
7)
8)
9)
10)
11)
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BUREAUCRATIC POWER
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ACCOUNTABILITY
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ETHICS
(FREDERICKSON 1994)
(FREDERICKSON,
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ADMINISTRATIVE ETHICS
2)
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2)
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3)
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ORGANIZATIONAL CULTURE
CULTURE, IT IS ALSO THE
FULCRUM FOR PRODUCING CHANGE. SINCE
ETHICS IS THE FULCRUM FOR CHANGING
CULTURE, CHANGING CULTURE WITHOUT ETHICS
IS AKIN TO CHANGING A TIRE WITHOUT A JACK.
(PASTIN, 1986)
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4)
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INSTITUTIONAL ETHICS
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PERSONAL ETHICS
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BUT AS SUCH,
SUCH THEY NEED NOT NECESSARILY SHOW KEEN
ATTENTION TO THE VALUES OF EFFICIENCY, EFFECTIVENESS,
OR SPECIALIZED
O
S C
EXPERTISE.
S BUREAUCRACY
U
UC C MAY BE
THOUGHT OF AS GOVERNMENT'S TOOL TO EXERCISE
COERCION AS AN INSTRUMENT FOR PRODUCTIVE ACTION. AS
INSTITUTIONAL FORMS DESIGNED TO EMPHASIZE DIFFERENT
VALUES, BUREAUCRACY AND DEMOCRACY SIT IN AN UNEASY
RELATIONSHIP WITH EACH OTHER.
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Regime bureaucracy
b ea c ac interactions
inte actions
Power Distribution
in Society
Power Distribution
in Government
Executive ascendant
1
Democ ac
Democracy
Authoritarianism
Democratic political
regime controls
bureaucracy
Executive sublated
2
Bureaucracy
dominates democratic
political regime
Bureaucracy
subordination to
authoritarian political
regime
Authoritarian political
regime shares power
with Bureaucracy
Sources: modified from Cario, L.V. (1992) Bureaucracy for Democracy (Quezon City: University of Philippines
Press).
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IN OTHER WORDS,
WORDS THE BUREAUCRACY AS A POLITICAL
INSTITUTION MIGHT BEST BE CHECKED BY DIRECT POPULAR
OVERSIGHT (CITIZENS REVIEW BOARDS MONITORING
POLICE DEPARTMENTS, CLIENTS CONTROLLING SOME
ASPECTS OF AGENCY DECISIONS) OR BY INSTITUTIONAL
ARRANGEMENTS THAT DEVIATE FROM A STANDARD
MONOCRATIC AUTHORITY STRUCTURE AND INSTEAD
INCORPORATE INCENTIVES FOR BUREAUCRATIC ACTORS TO
BE DIRECTLY ATTUNED TO POPULAR PREFERENCES.
PREFERENCES
ONE WAY THAT THESE OPERATE IS VIA OPENNESS OF THE
BUREAUCRACY ITSELF TO PRESSURE AND CONTROL BY
ORGANIZED INTERESTS THAT MAY CARE GREATLY ABOUT
THE ACTIONS OF ADMINISTRATIVE UNITS.
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PUBLIC ADMINISTRATION IN A
DEMOCRACY
CHIEF EXECUTIVE
EXECUTIVE STAFF
AGENCIES
SOCIOCULTURAL
NORMS
OUTSIDE
AUDITORS
LEGISLATURE
PUBLIC
ADMINISTRATORS:
MEDIA
LEGISLATIVE
STAFF AGENCIES
DEPARTMENT AND
AGENCY HEAD
INTEREST
GROUPS
POLITICAL PARTIES
COURTS
OTHER AGENCIES,
SAME LEVEL
OTHER AGENCIES,
AGENCIES
DIFFERENT
LEVELS
(ROSENBLOOM KRAVCHUCK,
(ROSENBLOOM,
KRAVCHUCK 2005)
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INPUTS
DEMANDS FOR
PROGRAMS AND
SERVICES
SUPPORT
MONEY
STAF
ADMINISTRATIVE
LINE AGENCIES
WITHIN-PUTS
RULES
PROCEDURES
GOALS
ROLES PLAYED BY
PARTY
INTEREST GROUP
STAFF AGENCIES
STRUCTURE
OUTPUTS
GOODS
SERVICE
POLICIES
PROGRAMME
INFORMATION
PERSONAL
EXPERIENCE
LEAD TO
(ROSENBLOOM KRAVCHUCK,
(ROSENBLOOM,
KRAVCHUCK 2005)
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DECENTRALIZATION
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WHY DECENTRALIZE?
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TYPES OF DECENTRALIZATION
1. POLITICAL
2. ADMINISTRATIVE
3. FISCAL
4. MARKET
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POLITICAL DECENTRALIZATION
POLITICAL DECENTRALIZATION AIMS TO GIVE
CITIZENS OR THEIR ELECTED REPRESENTATIVES MORE
POWER IN PUBLIC DECISION-MAKING
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FISCAL DECENTRALIZATION
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LOCAL REVENUES
EQUITY FUND
OTHERS
LOCAL TAXES
SHARING REVENUES
GIFT
RETRIBUTIONS
GENERAL
ALLOCATED FUND
EMERGENCY FUND
REVENUES FROM
LOCAL ASSETS
OTHERS
LOAN
SPECIAL ALLOCATED
FUND
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ADMINISTRATIVE DECENTRALIZATION
ADMINISTRATIVE DECENTRALIZATION SEEKS TO
REDISTRIBUTE AUTHORITY
AUTHORITY, RESPONSIBILITY AND FINANCIAL
RESOURCES FOR PROVIDING PUBLIC SERVICES AMONG
DIFFERENT LEVELS OF GOVERNMENT
(WORLD BANK, 2001)
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FORMS OF DECENTRALIZATION
FORMS OF DECENTRALIZATION INCLUDE:
1.
2.
3.
4.
DECONCENTRATION
DELEGATION TO SEMI-AUTONOMOUS AGENCIES
DEVOLUTION TO LOCAL GOVERNMENT
TRANSFER OF FUNCTIONS FROM PUBLIC TO
NONGOVERNMENT INSTITUITION
(CHEEMA & RONDINELLI, 1984)
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DECONCENTRATION
DECONCENTRATION INVOLVES THE
REDISTRIBUTION OF ADMINISTRATIVE
RESPONSIBILITIES ONLY WITHIN THE CENTRAL
GOVERNMENT
(CHEEMA & RONDINELLI,
RONDINELLI 1984)
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DELEGATION TO SEMI-AUTONOMOUS
AGENCIES
ANOTHER FORM OF DECENTRALIZATION IS THE
DELEGATION OF DECISION-MAKING AND
MANAGEMENT AUTHORITY FOR SPECIFIC FUNCTIONS
TO ORGANIZATIONS THAT ARE NOT UNDER THE
DIRECT CONTROL OF CENTRAL GOVERNMENT
MINISTRIES
(CHEEMA & RONDINELLI, 1984)
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Forms of decentralization
Nature of Delegation
Functional
Devolution (political
decentralization, local
government,, democratic
g
decentralization
Interest group
representation
Deconcentration
(administrative
decentralization, field
administration
Establisment of parastatals
and quangos
Privatization of developed
function (deregulation,
contracting out, voucher
schemes)
Privatization of national
functions (devestiture,
deregulation, economic
liberalization)
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IMPORTANT OBJECTIVES OF
DECENTRALIZATION:
1.
2.
3
3.
4.
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4)
5)
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RICH REGIONS ARE DOING FINE, IN FACT THEY MAY HAVE MORE
MONEY THAT THEY CAN SPEND
SPEND, WHICH CAN POSE A THREAT TO
NATIONAL SOLIDARITY BECAUSE OF SOCIAL-JEALOUSY THERE ARE
ALREADY SOME INDICATIONS THAT REVENUES NOT BEING USED
EFFECTIVELY AND EFFICIENTLY, ON THE OTHER HAND, POOR
REGIONS ARE CHAFING UNDER
UNDER.
THE RISKS OF AN INCREASE IN CORRUPTION FOLLOWING
DECENTRALIZATION ARE HIGH. IT HAS BEEN WIDELY OBSERVED
THAT SO FAR NOT ONLY POWER AND REVENUE THAT HAVE BEEN
DECENTRALIZED BUT ALSO CORRUPTION.
SOME ANALYSTS COMMENT THAT DECENTRALIZATION HAS
STRENGTHENED THE POSITION OF THE LOCAL ELITES AND THEIR
CLIENTELISTIC NETWORKS IN SOME LATIN AMERICAN COUNTRIES
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IN SHORT
SHORT, EFFECTIVE DECENTRALIZATION WILL ENHANCE
DEMOCRACY BUT IT REQUIRES ALSO GOOD GOVERNANCE, I.E.
CLEAN, TRANSPARENT AND COMPETENT GOVERNANCE AT THE
LOCAL LEVEL.
LEVEL
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GOVERNMENTSYSTEMOFINDONESIA
Peoples
Consultative
Assembly
HOUSE OF
REPRESENTATIVES
DECONCENTRATION
HOUSE OF
REGIONAL
REPRESENTATIVES
THE PRESIDENT
CABINET
DECENTRALIZATION
GOVERNORS
AUTONOMOUS
REGIONS
SUPREME
AUDIT
BOARD
SUPREME
COURT
ASSISTANCE TASKS
REGIONAL
ADMINISTRATION
RURAL
ADMINISTRATION
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CONSTITUTIONAL
COURT
JUDICIAL
COMMISSION
CENTRAL BANK
DELEGATION
(FUNCTIONAL DECENTRALIZATION)
STATE-OWNED
ENTERPRISES
ADMINISTRATOR,
ETC.
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DECENTRALIZATION IN INDONESIA
DECONCENTRATION
ADMINISTRATIVE
GOVERNMENT /REGIONAL
GOVERNMENT
REGIONAL REPRESENTATIVES
REGIONAL GOVERNMENT
CHIEFS
ETC.
PRIVATIZATION
CENTRAL
GOVERNMENT
PRIVATE CORPORATION
BOT
ETC.
DELEGATION
SPECIAL AUTHORITY
DECENTRALIZATION
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AUTONOMOUS REGION
PROVINCE
DISTRICT
CITY
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Central
Government
Administrative
Tasks
Partly
Concurrent
Regional
Governments
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Partly based on
decentralization principles
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DIGITAL (E)-GOVERNANCE
( )
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ITU
627 million
676 million
604 million
Not updated
NUA
606 million
ll
Not updated
d d
587 million
798 million
p
Industryy Almanac
Computer
665 million
945 million
Mean
618 million
806 million
Sources: Analysis of data from ITU, 2004a; U.S. Central Intelligent Agency (CIA), 2003; Computer Industry
Almanac, 2004; NUA, 2004
Note: * Based on 2003 projections.
(CHADWICK, 2006)
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DIGITAL DIVIDE
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Internet penetration by region, 2002. Sources: Analysis and adaptation of data from ITU, 2004b. The
CIA World Factbook 2004 was used to feel a small number of gaps in the 2002 data.
(CHADWICK 2006)
(CHADWICK,
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